CAREER DEVELOPMENT IN A LEARNING ORGANIZATION

(Darren Dugan) #1

  1. Provides benchmarking for HRD evaluation of HRD activities through previously
    set objectives.

  2. Coordinating training, education, development and learning with other systems of
    the organization.


In other words strategic HRD is the key player in gaining the capacity to respond
effectively to the environmental challenges effectively by organizations. According to
Knowles an institutional climate in which self improvement is strongly supported through
some kind of reward helps increase the motivation of employees increasing the
probability of engaging in increased number of learning activities (1974). Strategic HRD
help develop the capability of the organizations to adapt to the rigorously changing
business environment through keeping the management and employee informed. This
could be done through developing operational guidelines by aligning HR activities and
the organizational business strategy. It helps in developing a monitoring system for
performance evaluation with organizational and individuals perspectives against the set
development targets.
According to a review written on Human Resources in Japanese Industrial
Development written by Hagiwari, the Japanese employee system has four striking
features 1) lifetime employment, 2) seniority based wages, and 3) welfare benefits and
intrafirm training and retaining programs in response to changing technological
requirement (1984). This means that Japanese associated their organizational
development with individual development some two decades back.
According to Armstrong (2007) one of the main objectives of strategic HRD is to
enhance individual capabilities considering the individuals as human capital and a major
source of gaining competitive advantage. Another objective listed by Armstrong is to
develop intellectual capital and promote individual and organizational learning by
creating a learning culture.
Synder, Raben and Farr (1980) in their paper on ‘A Model for the Systematic
evaluation of Human Resource Development Programs’ say that when HRD programs
are based on a single focus, the results are minimal change. They further add that

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