A Handbook of Human Resource Management Practice

behaviours they cannot observe, and the leadership behaviours of subordinates may not be known to their managers. ● 360-degree f ...

360-degree feedback ❚ 525 important) to 6 (essential), and performance on a scale of 1 (weak in this area) to 6 (outstanding). D ...

526 ❚ Performance management Action The action generated by the feedback will depend on the purposes of the process, ie developm ...

scheme will need to be launched with communications to those involved about the purpose of 360-degree feedback, how it will work ...

● Identify strengths that can be used to the best advantage of the business. ● Arounded view of an individual’s/team’s/the organ ...

● no one feels threatened by the process – this is usually often achieved by making feedback anonymous and/or getting a third-pa ...

Human resource development Human resource development (HRD) is concerned with the provision of learning, development and trainin ...

Strategic human resource development STRATEGIC HRD DEFINED Strategic human resource management was defined by Hall (1984) as: ‘T ...

STRATEGIC HRD AIMS The fundamental aim of strategic HRD is to enhance resource capability in accor- dance with the belief that t ...

HRD AND HRM HRD policies are closely associated with that aspect of HRM that is concerned with investing in people and developin ...

STRATEGIES FOR HRD Strategic priorities The strategic priorities for human resource development as defined by Harrison (2005) ar ...

● shared service – business units share common learning and development services and specify what they want to the corporate cen ...

Organizational learning and the learning organization Organizational learning theory is concerned with how learning takes place ...

ORGANIZATIONAL LEARNING Organizational learning is defined by Easterby-Smith and Araujo (1999) as an ‘effi- cient procedure to p ...

The process of organizational learning Organizational learning can be characterized as an intricate three-stage process consisti ...

Argyris believes that single-loop learning is appropriate for routine, repetitive issues ‘it helps get the everyday job done’. ...

Principles of organizational learning Harrison (1997) has defined five principles of organizational learning: The need for a po ...

knowledge and insights’. He believes that learning organizations ensure that they learn from experience, develop continuous impr ...

Developing a learning organization One approach to the development of a learning organization, as advocated by Senge (1990), is ...

(2005) because, ‘as usually defined, it suggests that organizations have a life of their own and are themselves capable of learn ...