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Learning in Organizations
Chapter 21 of Human Resource Management in a Business Context
(3rd Edition 2007) by Alan Price - published by Cengage
Contents
Objectives
The purpose of this chapter is to:
- Distinguish between learning in organizations and the 'learning organization'
- Discuss the relationship between empowerment, self-development and learning
- Debate the role of the trainer in the context of proactive learning methods
- Evaluate the use of new learning technologies
Sections
- HRD and the organization
- From training to development
- The learning organization
- Empowerment and HRD
- Self-development
- HRD as an activity
- Induction and orientation
- Learning methods
- E-learning
- Leadership development
- Evaluating and costing training
Summary
A much-publicized modern approach places development within the learning organization,
which contrasts with older notions of learning within organizations. HRD focuses strongly
on management development. Career plans, performance objective-setting and training
programmes are more often directed at managers than lower-level employees. With the
integration of training activities into human resource development programmes trainers
are particularly concerned with cost-effectiveness, quality and the merits of formal as
opposed to experiential training. A widening range of learning methods allows employees
to acquire information and skills in an active, self-directed manner.
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Human Resource Management in a Business Context, 3rd edition
Human Resource Management in a Business Context provides an international focus on the theory and practice
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