Development of hris

CHAPTER 11

Training and Development: Issues and HRIS Applications

1

LEARNING, TRAINING, AND DEVELOPMENT OF EMPLOYEES

The learning, training, and development (LT&D) of employees is now center stage in today’s organizations to ensure long-term competitiveness, excellence, quality, flexibility, and adaptability.

Changing work practices and new services and products necessitate new knowledge, competences, and skills.

Today’s organizations ought to learn faster and more effectively than their rivals in order to remain competitive.

Enable employees to cope with daily workloads.

Alleviate possible future skill shortages

To foster employee motivation and satisfaction (Pfeffer, 1996, 1998)

Employees place much greater emphasis on career prospects and career development in their choice of employer.

Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.

2

TRAINING AND DEVELOPMENT CONTRASTED

Training

Short-term objectives

Knowledge, skills, and abilities (KSA)

Improving current job performance

Development

Longer-term objectives

Competencies

Preparing for future job performance

Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.

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3

TRAINING AND LEARNING IN ORGANIZATIONS

Training refers to a planned effort by a company to facilitate the learning of job-related knowledge, skills, or behavior by employees.

High-leverage training is linked to strategic business goals and objectives, is supported by top management, relies on an instructional design model to ensure the quality of training and to contain costs, and is compared or benchmarked to programs in other organizations.

A learning organization is one whose employees are continuously attempting to learn new things and apply what they learn to improve product or service quality.

Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.

4

LEARNING ORGANIZATIONS

Learning recognized as a source of competitive advantage

Use knowledge management

Make sure knowledge from employees, teams, and units is captured, remembered, stored, and shared

Technologies provide software to share knowledge electronically

Chief learning/knowledge officer coordinates activities

Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.

5

ESSENTIAL FEATURES OF LEARNING ORGANIZATIONS

Continuous learning

Knowledge generation and sharing

Critical systematic thinking

Learning culture

Encouragement of flexibility and experimentation

Valuing of employees

Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.

6

TRAINING AND DEVELOPMENT: STRATEGIC IMPLICATIONS

Learning is defined as the process of assimilating new knowledge and skills in consequence of experience or practice that will bring about relatively permanent changes in behavior.

Outcomes of learning include skills, competences, know-how or tacit knowledge, and higher-level cognitive and other skills (Collin, 2007).

Skills are directly related to performance and the ability to carry out a task.

Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.

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TRAINING AND DEVELOPMENT: STRATEGIC IMPLICATIONS

Competences comprise the KSA and underlying characteristics of a person that allow the jobholder to perform a task effectively.

The knowledge of employees is a tacit commodity, an intangible asset. It is associated with an understanding of and a constructive application of information (Grant, 1996).

Kavanagh, Human Resource Information Systems 4e. SAGE Publications, 2018.

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