LEARNING IN A HUMAN RESOURCE DEVELOPMENT CONTEXT

Lecturer Syafaruddin Alwi

BUILDING A LEARNING ORGANIZATION

Encouraging more systems thinking-letting the employee know how the company really work and how and where they fit in Fostering a shared vision-developing a common Purpose and commitment Enhancing team learning-emphasizing collective over individual contribution Motivating employees to improve their personal mastery of their job

HUMAN RESOURCE BASED COMPETITIVE ADVANTAGE

Distinctive competencies as a result of the
development of exeptional talent and expertise

Investment perspective of HRM view training as

an opportunity to increase long-term productivity

Training is viewed as the solution to a number

problems such as skill deficiencies, preventing skill obsolescence and avoiding shortages of qualified workers

Learning and Training Model

Management
Learning Model Output of Learning

Training Model

BENEFITS OF TRAINING

Increased motivation of employee Recognition Enhanced responsibility Implication for pay and promotion Personal satisfaction Career opportunity Improve availability of talented staff

FACTORS EFFECTIVE LEARNING

Organizational culture

Group and social processes

Individual learning styles Personality

Learning opportunities

HRD Strategies
Training Based System

HR Competence Mentoring Coaching Self Managed Development

Teaching and learning Focus

TEACHING
Explanations Questions/ Answer Understanding Coaching

LEARNING Exploit potentials Exercises/Solutions Continuous

improvement Brainstorming

TRAINING AND LEARNING CONCEPTS

TRAINING
Individual based Knowledge emphasis Input oriented Class room based Focus on past Teacher led Standard cases

ACTION LEARNING
Group based Skills emphasis Output oriented Work based Focus on present/future Student led Real cases

Margerison, 1991

TRAINING AND LEARNING

Training can be
viewed as a planned and structured process-usually characterized by an individual acting as a trainer which attempt to accelerate and structure such learning

Learning is not just

adding to what you know. It also concerns skills, emotional development, motivation, social behavior and personality

Business Strategy and Training

Speed Strategy
Focus on time based competation Training in team process & streamlined production method Training on new developments in technology & services Training in high level of services

Innovation strategy

Focus on people so that they work faster

Quality enhancement strategy Cost reduction strategy

Focus on people so that they work smarter

Focus on people so that they work harder

Training for multiskills of individual

Four Theories on Personal Motivation in Learning

Need for achievement (Mc Clelland,1988)

Two-factor theory (Herzberg, 1974) Equity theory (Adams,1965)

Expectancy (Vroom, 1964)

NEED FOR ACHIEVEMENT

In high need of achievement will lead an
employee to higher motivation in learning and skills development

Individual dfferences in need for

achievement must be taken into account in providing learning opportunities in both education and occupational settings

Two Factor Theory

Context Factors
(Hygiene Factors)

Motivating Factors
Achievemnt and
autonomy Recognation and responsibility Advancement and growth The work itself

Salary Company policy Supervision Working conditions Security and status

EQUITY THEORY
Theory is based on social exchange and
focuses on peoples perception of how they are treated in relation to the treatment received by others

An individual in any exchange inputd to a

situation and receives reward from yhe exchange

EXPECTANCY THEORY
Expectancy theory has real relevance to
learning The theory state that people have preferences for certain outcomes over other outcomes Focus must be placed on maching expectations and designing events or environment that facilitate individual achievement

Toward Learning Organization

Empl Learning Organization. Employees see big picture, have all information, formulate emergent strategy, responsible for customer satisfaction

Power to Influence Strategic direction

TM

Traditional Vertical Hierarchy. Top Manager control everything

Horizontal/Network Organization. Employees work in teams are empowered, responsible for quality

EMPL Richard L. TM Daft (1997) Power to influence work flow decisions and actions