People and Organisations : Principles and Practice in Global Contexts - Learning And Development HMN7181 - Blog # 3
Learning and Development
As mentioned in blog #2 strategic employee resourcing and
talent management, play a vital role in recruiting the right people for the
job, and identification of Training and development for the recruits to be
aligned with the goals and expectations of the company. Learning and development
is often incorporated in the Human Resource Department to train the employees
to align their skills and knowledge to yield productive outcomes for the
business needs of the company.
What is learning?
However, there are many steps to understand this synergy
that has to be forged between learning that should be integrated in to
development. Learning is not merely a term used to define the acquisition of
new knowledge, learning is defined as: “Learning is a longer-term change in the
knowledge possessed by an individual, their type and level of skill, or their
assumptions, attitudes or values, which may lead to them having increased
potential to grow, develop and perform in more satisfying and effective ways” (2002,
Reynolds, Caley and Mason).
Is training the same as learning?
Learning is
not merely the same as training but actually looks beyond the achievement of
training outcomes to considering individual differences that can be brought in
to light during a process of learning.
Learning essentially captures a broader spectrum than the mere expansion
of knowledge.. Essentially we are more prone to acquiring more knowledge when
we are exposed to a process of learning such as when we are learning to do
something on the job rather than having being trained on how to do a job. “The relationship between training and
learning is often portrayed as uni- directional
– for example,
training produces learning
which in turn
has an effect upon performance;
training is often portrayed as serving organizational priorities (enhanced
performance); and as
mechanistic (superficially perceived
and rarely existing
as an interaction
between training and
learning)” (Smith 2006)
What is development?
Development
can relate to the long term growth of an individual displayed by their expanded
capacity and productive professional achievement owing to acquiring knowledge,
skill and change of attitude.
Therefore
whether it is formal learning, informal learning or self-learning it is
important to look at development in relation to learning. When considering individual
differences in the learning process it is important to look at 3 aspects. Such
as information processing capacity: which varies from personal capacity sift through
and organize information to and ability to process new information. Second:
attention focus and cognitive processing: This would be to identify a specific
talents and skills of the individual. thirdly motivation and effort allocation.
Therefore it is argued that using these techniques to set up different
interventions caters to individual differences when designing learning
processes. (2009, Kozlowski and Salas)
Therefore learning differs from training because there is no
one size fits all formula for learning because it has to be delivered keeping
in mind individual differences. There after the learning of individuals have to
be transferred to accomplish development.
Why is Learning and Development important in an organization?
L&D is the process in which individuals in a company are
matched with specific competencies that they need with competencies that the
company needs. For example changes in the geopolitical climate is always
effecting businesses and strategic decisions have to be made to suit the many
changes in company strategy. L&D is a process that maintains the learning
quotient of the human resource to be geared toward specific competencies that
would be necessary. For example countries in Europe may not be able to compete
with manufacturing companies in Asia on costs related to labor. Therefore
their companies might strategize to maximize on cutting edge technology to
maintain competition. Their employees
would have to learn to use sophistical technological advancements that the
company would have invested in.
References
Reynolds,
Caley and Mason, 2002. How Do People Learn? CIPD, London, Learning
and Development for Managers: Perspectives from Research and Practice.
Eugene
Sadler-Smith , 2006. Learning and development.
Smith,
2006. Learning and DevelopmentLearning,
Training, and Development in Organizations.
Steve W.J. Kozlowski, Eduardo
Salas; Taylor & Francis, USA 2009.
Some in-text citations given in the article is not given in the reference. Eg. Smith 2006, the rest seems to be ok. Kindly re-do and fwd for feedback.
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DeleteYr references are not in alphabetical order.. pls re-arrange the references in alphabetical order and re-fwd. You may mail or provide info when u fwd the revised articles. Pls mention that the attached is the revised article. Tks.
ReplyDeleteAgain pls develop yr reference in alphabetical order and re-submit.
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