Human Resource Development and Organisational Perfomance

A learning organization is fast becoming a reality. In any organization continuous learning means growth through learning events and experiences for individual employees as well as teams, and the organization as a whole. HR plays an important role in developing a culture of continuous learning. Identifying training and development needs and arranging and development programs for employee is part of the whole learning process. A system which creates an environment conductive to learning through experience, coaching, mentoring, self-learning as well as through training and development is a must in the learning organization. HR which is the main organizer, director and controller of learning must ensure that actual learning is followed by its application for bring about improvements in different areas of operations. If that happens, the learning objective is achieved and HR is successful in adding value to the organization.

Human Resource Development (HRD) is essential, and applies an important factor to maximizing employee proficiency to accomplish the main goal of a company. HRD has provided employees with current proficiency. HRD supplies a way to kept track of increasing cultured information as well as production technologies. HRD will provide ways to enhance overall employee ability.

Many companies are very keen and ready to clinch Work Base Learning in an organization, not mainly because it provide you with lifelong learning, but also it is an important ingredient of what Senge (1990) has termed as the ‘learning organization’. A learning organization is a place in which the learning and flair of persons is backed and promoted so that the organization itself be able to form its future and it also very important to gain competitive advantage.

For most companies, identifying what a learning organization should be and actually becoming one is tricky at best, impossible at worst. One way that manager's and companies can promote the concept of being a learning organization is to assess whether the company is in need of a short-term fix or whether it is more focused on long-term results. Organizational learning is a long-term activity that will build competitive advantage over time and requires sustained management attention, commitment, and effort. Learning organizations maximize their competitive positions during strong economic times and they prudently train their employees and prepare for change even in turbulent times. As a result, learning organizations and learning

Batool, H., & Riaz, S. (2011). Factors for making an organization ‘a learning organization’. Retrieved on August 26, 2011, from http://www.trikal.org/ictbm11/pdf/OB/D1132-done.pdf

Learning organizations today must be adequately able to readily adapt to change the mind-sets and behaviors of the people within. Although this sounds like a unified joint statement for each and every organization however, there are so many organizations that yet do not acknowledge the actual truths and current trends that illustrate particular dysfunctional behaviors that exist and occur each day. Learning organization aid and enable companies and business to run, operate, and function with efficiently. As organizations learn together, they attain knowledge, acquire skills and information and evolve at a faster rate. Culture begins to be created after learning organization are established and they are placed

The novel, The Fifth Discipline, states the significance of learning organizations and the fundamental learning disabilities currently in companies. As the head of planning for Royal Dutch/Shell, Arie De Geus stated, the ability to learn faster than your competitors may be the only sustainable competitive advantage (“Discipline”). The world is becoming more interconnected and businesses are becoming more complex and dynamic, which is why it is significant for work to become more “learningful.” In more depth, organizations that discover how to tap people’s commitment and capacity to absorb at all levels in an organization will truly excel in the future, as it is no longer sufficient to have one person learning for a corporation (“Discipline”). Teams that are truly learning will result in individual members growing more rapidly than before, generating extraordinary outcomes.

As we seen before learning is a cyclic process said by David hind (1994) somewhat equivalently explained by David Buchanan and Andrrzej Huczynski (2004) that the concept of organisational learning is significant because it has a direct command over organisation such as to grow, to

Human Resource Development (HRD) is the main structure for assisting employees in developing their personal and professional skills, knowledge, and abilities.

Training and Development are basically two inter-related terms. Training is the process of teaching or educating the new or recent employees the basic skills that they need to execute for their jobs. Whereas development can be described as advanced training at management level in order to ensure managerial development such as managerial performance by imparting knowledge, shifting approaches or swelling expertise.

Human Resource Development (HRD) is the structures for aiding employees develop their individual and organizational skills, knowledge, and capabilities. Human Resource Development comprise such moment as employee training, employee occupation development, achievement management and development, coaching, training, progression planning, key employee recognition, protection reinforcement, and organization development.

Training and development is defined as the heart of a continuous effort deigned to improve employee competency and organisational performance (Mondy, Robert and Shane 2002). Training provides trainees with information and skills needed for their current job, while development arms them with the knowledge needed for the future role.

Learning Organisations are defined as those in which continuous learning occurs throughout the organisation. The traditional organisational model, ‘the top thinks and the local acts,’ must … give way to integrating thinking and acting at all levels. Creating a learning organisation creates the basis for harnessing the collective genius of the people in the organisation. It is a basis for not only creating an organisation that can not only respond and adapt, but which can also create

There is now a general acceptance of a stakeholder theory of the modern organization (see, e.g.[1, 2,3]). Such a theory implies that managers have a duty to stakeholders. Stakeholders are defined as those groups who have a stake in or claim on the firm. Translated to the human resource development (HRD) context it suggests that each stakeholder group has a right not to be treated as a means to some end and should therefore participate in determining the future direction of human resource development activities within the organization.

Peter Senge argues that not only we humans learn, but organizations also. However, learning itself may not be enough for the organization to survive in this ever-challenging era. In his book, The Fifth Discipline, Senge introduced five ‘disciplines’, namely systems thinking, personal mastery, mental models, building shared vision, and team learning, that characterizes an organization as a learning organization.