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Strategic HRD practices as key factors in organizational learning

70 citations0/0 files storedJournal of European Industrial Training

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Organizational Learning and Leadership Human Resource Development and Performance Evaluation Innovative Education and Learning Practices

Abstract

Purpose The purpose of this paper is to explore the relationships among strategic HRD (SHRD) practices and organizational learning; and the relationships among organizational learning and HRD outcomes through a literature review. Design/methodology/approach Keywords were identified to use in the literature search: HRD, SHRD practices, and organizational learning. All of the several electronic databases available in the university's electronic library, including both journal and book sources, were used to search for resources, as well as Google Scholar and Google. Findings Organizations that learn and develop their SHRD practices have more opportunities to obtain and integrate the nine HRD outcomes in the learning process: organizational mission and goals, top management leadership, environmental scanning, HRD strategies and plans, strategic partnerships with line management, strategic partnerships with HRM, trainers as organizational change consultants, influence corporate culture, and emphasis on individual productivity and participation. Research limitations/implications The study was exploratory, based on a literature review. Empirical research is needed to examine why some SHRD practices, like culture recognition, environmental scanning, and organizational mission and goals, were suggested as key factors in organizational learning. Practical implications Instilling more SHRD practices through organizational learning may lead to more desired HRD outcomes. Originality/value The research constructs a conceptual framework to outline the relationships among SHRD practices and organizational learning. Value was created when strategic HRD practices were identified as key factors in organizational learning.

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References

1995The Knowledge-Creating Company 1998The Knowledge-Creating Company 1997Organizational Learning: A Theory of Action Perspective 1986Organizational Culture and Leadership 1997Job Satisfaction: Application, Assessment, Causes, and Consequences 1997Organizational Learning II: Theory, Method, and Practice.2003IT competency and firm performance: is organizational learning a missing link?2003Demonstrating the Value of an Organization's Learning Culture: The Dimensions of the Learning Organization Questionnaire

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