Why is organizing human resource development so problematic?

Perspectives from the learning-network theory (Part II)

R.F. Poell, F.J. van der Krogt

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Purpose
Human resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation, and added value. This study, which consists of two parts, investigates the question of why this is the case. In this second part, two specific aspects of the learning-network theory are elaborated: 1) multiple experiences in organizations forming the basis of employee learning and development, and 2) different actor strategies for organizing HRD.
Design/methodology/approach
The paper presents a conceptual framework to argue that one of the main reasons why organizing HRD is problematic lies in the limited and one-sided conceptualization of organizing HRD that is often employed.
Findings
Organizing HRD is mostly viewed as designing training courses and instruction sessions for employees; it is also predominantly understood as a tool of management. The paper proposes a network perspective on organizing HRD, which is better able to guide organizational actors than other approaches can, by taking into account a broader set of HRD practices and viewing employees (besides managers) as key stakeholders.
Originality/value
The study argues that organizing HRD needs to take into account learning experiences that employees can gain from participating in work and career development as well (besides formal training); moreover, that employees’ HRD strategies are at least as important as those employed by line managers and HR practitioners.
Original languageEnglish
Pages (from-to)215-225
JournalThe Learning Organization
Volume24
Issue number4
DOIs
Publication statusPublished - 2017

Fingerprint

human resources development
employee
learning
internal labor market
manager
organizational change
management
value added
Human resource development
Employees
Organizing
Learning networks
Network theory
experience
stakeholder
career
instruction
methodology
resources

Cite this

@article{76c0a708cf1245d888a09605b21d6c88,
title = "Why is organizing human resource development so problematic?: Perspectives from the learning-network theory (Part II)",
abstract = "PurposeHuman resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation, and added value. This study, which consists of two parts, investigates the question of why this is the case. In this second part, two specific aspects of the learning-network theory are elaborated: 1) multiple experiences in organizations forming the basis of employee learning and development, and 2) different actor strategies for organizing HRD.Design/methodology/approachThe paper presents a conceptual framework to argue that one of the main reasons why organizing HRD is problematic lies in the limited and one-sided conceptualization of organizing HRD that is often employed.FindingsOrganizing HRD is mostly viewed as designing training courses and instruction sessions for employees; it is also predominantly understood as a tool of management. The paper proposes a network perspective on organizing HRD, which is better able to guide organizational actors than other approaches can, by taking into account a broader set of HRD practices and viewing employees (besides managers) as key stakeholders.Originality/valueThe study argues that organizing HRD needs to take into account learning experiences that employees can gain from participating in work and career development as well (besides formal training); moreover, that employees’ HRD strategies are at least as important as those employed by line managers and HR practitioners.",
author = "R.F. Poell and {van der Krogt}, F.J.",
year = "2017",
doi = "10.1108/TLO-12-2016-0094",
language = "English",
volume = "24",
pages = "215--225",
journal = "The Learning Organization",
issn = "0969-6474",
publisher = "Emerald Group Publishing Ltd.",
number = "4",

}

Why is organizing human resource development so problematic? Perspectives from the learning-network theory (Part II). / Poell, R.F.; van der Krogt, F.J.

In: The Learning Organization, Vol. 24, No. 4, 2017, p. 215-225.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - Why is organizing human resource development so problematic?

T2 - Perspectives from the learning-network theory (Part II)

AU - Poell, R.F.

AU - van der Krogt, F.J.

PY - 2017

Y1 - 2017

N2 - PurposeHuman resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation, and added value. This study, which consists of two parts, investigates the question of why this is the case. In this second part, two specific aspects of the learning-network theory are elaborated: 1) multiple experiences in organizations forming the basis of employee learning and development, and 2) different actor strategies for organizing HRD.Design/methodology/approachThe paper presents a conceptual framework to argue that one of the main reasons why organizing HRD is problematic lies in the limited and one-sided conceptualization of organizing HRD that is often employed.FindingsOrganizing HRD is mostly viewed as designing training courses and instruction sessions for employees; it is also predominantly understood as a tool of management. The paper proposes a network perspective on organizing HRD, which is better able to guide organizational actors than other approaches can, by taking into account a broader set of HRD practices and viewing employees (besides managers) as key stakeholders.Originality/valueThe study argues that organizing HRD needs to take into account learning experiences that employees can gain from participating in work and career development as well (besides formal training); moreover, that employees’ HRD strategies are at least as important as those employed by line managers and HR practitioners.

AB - PurposeHuman resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation, and added value. This study, which consists of two parts, investigates the question of why this is the case. In this second part, two specific aspects of the learning-network theory are elaborated: 1) multiple experiences in organizations forming the basis of employee learning and development, and 2) different actor strategies for organizing HRD.Design/methodology/approachThe paper presents a conceptual framework to argue that one of the main reasons why organizing HRD is problematic lies in the limited and one-sided conceptualization of organizing HRD that is often employed.FindingsOrganizing HRD is mostly viewed as designing training courses and instruction sessions for employees; it is also predominantly understood as a tool of management. The paper proposes a network perspective on organizing HRD, which is better able to guide organizational actors than other approaches can, by taking into account a broader set of HRD practices and viewing employees (besides managers) as key stakeholders.Originality/valueThe study argues that organizing HRD needs to take into account learning experiences that employees can gain from participating in work and career development as well (besides formal training); moreover, that employees’ HRD strategies are at least as important as those employed by line managers and HR practitioners.

U2 - 10.1108/TLO-12-2016-0094

DO - 10.1108/TLO-12-2016-0094

M3 - Article

VL - 24

SP - 215

EP - 225

JO - The Learning Organization

JF - The Learning Organization

SN - 0969-6474

IS - 4

ER -