Human Resource Development, Case Study Analysis

chapter_1.ppt

Managing Learning and Knowledge Capital

Human Resource Development:

Chapter 1

Introduction to HRD

The business environment

Change will keep occurring at a rapidly escalating rate
Faith in corporate Australia and New Zealand has deteriorated
A common theme in these corporate disasters has been the lack of training and development
of staff
The knowledge of their staff is the component most critical for the success of organisations

Management re-engineering

Unfortunately, the focus on dollar savings often became the sole justification for actions in many organisations
costs cannot be eliminated; they can only be transferred
Some negative effects of the ‘cost-saving syndrome’ include:
Loss of knowledge
Ignoring traditional but critical processes and standards.
Forgetting that loyalty is a two-way street
The ‘everything is saved’ mentality
The anorexic syndrome
Focus on money

The traditional management approach

Based on ‘Machine’ metaphor
emphasises linear processes and a search for cause-
and-effect
Severe limitations of relying only on the traditional management theories, including:
Great difficulty in adapting to changing circumstances
Mindless and unquestioning bureaucracy that is destined to always perform the same actions, no matter what
Concentration on the detail – if in doubt, divide the detail further and undertake even more micro-measurements, and
Dehumanising of employees
Is still needed – but does not go far enough

Knowledge capital

Complexity theory

Two dependent and relating systems
The legitimate system
Efficiency – traditional management processes
three important roles
Operates near-to-certainty
Day-to-day activities
Audit any change
Negative feedback loops
Single-loop learning
Source of immediate organisational survival – and this gives the legitimate system power

Complexity theory (cont)

Complexity theory (cont)

The adult learner

Learning (individual & group) fundamental to organisational survival
Some key action areas for adult learning:
Understanding the needs of adult learners
Supporting learning in the workplace
Ensuring access to opportunities
Organisations are becoming more dependent on the skills and knowledge of their workers
Adult learning in societal, community and organisational life is complex, contested and contextual

HR developer and the management of knowledge

The role of the HR developer must expand beyond the traditional role
The full responsibility for the development of staff rests with the immediate supervisor
The supervisor may take on the role of HR developer.
Or the supervisor may delegate the HR role to a third party – such as the in-house trainer or external consultant.
Will still use the four stages of:
Needs analysis
Design
Implementation
Evaluation

Within a wider theoretical context