Learning and Development Essay

Strategic activities in organization or at work places be approaches to human beings alternative management that tolerate a framework to support foresightful term business goals and publications, these approaches vary in relation to the business activities itself. Schwab (1980) illustrious that the growing body of strategical research can be seen in two interrelated ways which are the zepstantive and bill streams.The substantive stream refers to studies which emphasizes on the physiology or character of a hypothetic relationship between self-employed person and dependent variables while the measurement stream wayes on the outcome of the correlation between the underlying theoretical concept and operationalization itself (Venkatraman and Grant 1986). This academic article tries to look at more of the measurement stream in relation to training, tuition and instruction found on previous academic articles and my own general apprehension of how truly these strategic these concepts are or non. acquirement training and development are human resource development activities and over time, two factors have influenced these concepts towards being part of the evolutional role of the formulating business scheme which are the centrality of information technology to business success and the sustainable competitive advantage offered by work top executive expertise (Swanson and Terraco 1995) Critical business issues from new marketing strategies to innovations in production technology are based on, among other factors, the performance capabilities of those expected to use these new work systems, this means that employee expertise itself has been expanded through and through effective programs of employee development. Therefore activities of human resource development in the work place such as learn training and development have truly been strategic by maintaining the pace with the increasingly sophisticated information and production technologies that co ntinue to diffuse throughout vital industries of the world (swanson and terraco1994).The conceptualization of strategic human resource management as a management system which matches business concerns with human resource activities (Beer et al 1984miles and snow 1984) have been referred to as a high performance work system(HPWS)(Bercker et al 1196) which is characterized by prep of employee development and training activities in with the business strategy(Aurthur 1994 Huselid 1995 Jackson and Schuler 1995MacDuffie 1995) for example,selction, development and rewards involves the internal combination of procedures across the hr function. This shows the degree of emphases placed on the link between human resource activities and business need in relation to strategy (Baird and Meshoulam 1988 Lengnick-H both and Lengnick-Hall 1988 Fisher 1989 Boxall 1992 Mabey and Iles 1993 Schuler 1992).Successful internal integration of HR activities results in organisational benefits (Becker et al. 1 996). This probe of mine attempts to show the link among information training and development as a strategy to organization.Learning and development as an approach of strategy stands for how an organization make sure that the present and prospective learning and development activities support the achievements of its goals by improving skills and capabilities of individuals and teams.. it should be business tell, this means that it should be designed to ease the attainment of business goals by promoting human capital management(Armstrong 2009). Learning can be define as a means by which a person acquire and develop new noesis, skills, capabilities, behaviors and attitudes Armstrong 2011 pg 664. Honey and Mumford noted explained learning happens when people show that they know they didnt prior to the time they are now. The enhancement of capabilities antecedently had which leads to skills, association and attitudes through a continual procedure that tends to prepare people fo r more responsibities in the future is the act of learning. Estherby-smith et al (2000) agreed to the fact that thither is a debate whether learning should be defined as change in cognition or behaviors, thus showing that researchers would agree with defining learning as a change in organizations friendship and is a fuction of watch.Learning and development as a strategy is concerned with creating a learning culture that will encourage learning and will provide a basis for planning and implementing learning activities and programmes(Armstrong 2011) this means that for an organization to use the concept of learning as a strategy is has to imbibe the learning culture which is one that learning that is practiced from top management, concern managers and employees generally as an essential way of doing things in the profligate which they commit to and continuously done. A learning organization was deined by senge(1990) as one where people learn together, where collective aspiration is set free, where there is nuturinng of expansive pattern of thinking and they continuously enlarge their capabilities to create outcomes they truly desire. I have antecedently mentioned development with learning because both of the them are related when one think about it generally provided would like to define it now in the next paragraph. i would be explaining learning and developments together as being strategic.Development can be defined as concerned withensuring that a perons ability and authority are grown and raised in the process of learning experiences or through self directed learning. Development is the end product of true learning which can be seen through changes in outcome of pre and post learning activities i. e the change from the present state of understanding and capabilitiy to a new and higher(prenominal) level of knowledge, skills and abilities. These processes of learning and developments wouldnot take place not to now talk of being strategic without individ uals in the organization, this means that individual members are the organism through which organizational learning and development take place.The knowledge embedded in that or those individuals have to be reposited to other people in the firm to gain competitive advantage which is the whole reason for the strategy in itself which are affected by the future(a) factors explained by Argote(2011). Firstly, the experience of the organization affects the organizational learning,this done not by characterizing experience at a gross level , further taking a fine grained approach to describing or noting its elements along with divers(a) dimensions( Argote et al 2002). the purpose of taking this approach is to be be able to tell when experience is compulsory or negative in relation to the processes and outcomes in order to be able to explain relationships amongst the types of experience and to design the learning experience in order to be strategic about the learning.Secondly is the pro cess of organizational learning itself, which is conceived as having three processes creating, retaining and transferring knowledge. Not much research has been done on induction unlike knowledge retention and transfer. Empirical research over at least the last 20 years that there would be significant difference innovative capabilities of a firm and its knowledge through it transfers within the firm (easterby et all 2008) this is key to the success of the ensuring of the strategy of the firm.This depends on characteristics of the individual that has the knowledge, recipient, attributes of the knowledge and the knowledge transfer process itself as an mportant factor to developing learning capabilities which lead to competitive advantage of the firm (Grant 1996) Another factor is the that could lad to learning being a succes is thr stratetic management it self,peopke whoput these learning and development strategy into place itself. Dynamic capabilities which is an example of strategi c management are impotant concepts in relation to organisational learning and its sub process. a greater understanding of how dynamic capabilities develop through organizational learning is needed Argate 2011 pg Contextuality is in addition another factor that affects learning which is characterized by the situation and envitonment in which the company finds it self.Oragnisational learniong can do headspring in an environment which its stability varies with time or turbulent (herdberg 981) little inducement of learning slip bys in an environment thats stable while in a too turbulent environment, the organisation would not be able to interpret environmental responses(bierly and hamalainen 1995) if care is not taken,learning under ambiguity may occur which march and olsen 1975 defined as a situation where the environment is unanalysable and the learning cyle still continues and percieved as an version or meaning. Knowledge capabilities are at the heart of the effectiveness of org anizations. Since the market and competitive environment of all companies is rapidly changing, the value of existing capabilities will quickly decay, resulting in a lack of competitiveness. It is imperative for organizations to focus on developing their knowledge capabilities on an ongoing basis, or they will face extinction. Organizational development must be centered on the continual enhancement of knowledge capabilities, as the foundation of organizational effectiveness in all fields Dawson 2000.Armstrong(2009) identified the following elements needed for learning and development to be really strategic and they go follows it should make a major contribution to the successful attainment of the organizations intent and investments it should be integrated with and support the achievement of business and human resource strategies it should be designed un such a way that it would achieve improvement in corporate functional and maximum development in skills and knowledge of people in the organization equal opportunity for everyone in the organization to develop their skills and knowledge while attaining personal development through the framework of individual and self directed learning but still maintain the primary knowledge of knowing that this is dependent on the employee themselves who be guided and back up by their manager as necessary with the members of the hr department.