Showing papers in "Development and Learning in Organizations in 2007"

Talent management: making it real

Abstract: Purpose – To explore ways in which organizations can take a systemic stance on talent management.Design/methodology/approach – The article is based on work done in a variety of organizations plus research in HR functions.Findings – The need is for a systemic approach to talent management. Just focusing on talent acquisition is misguided and unhelpful.Practical implications – The article has real practical implications for leaders/managers and learning and development professionals in setting up a functional strategy for talent management.Originality/value – The article will be of value to managers and learning specialists who are involved in talent management strategy.

Organizational change – overcoming resistance by creating readiness

Abstract: Purpose – Despite a significant amount of academic research showing that failure to create and manage readiness for change, nonetheless, far too many organizational managers have failed to learn both from their past mistakes and from the research. This paper aims to provide a brief review of five important elements necessary to build readiness in an organization when it is faced with change. By successful application of the five elements, readiness for the change may be created and managed leading to a prevention or minimization of resistance to the change.Design/methodology/approach – The paper presents a general review of one approach to managing change.Findings – The paper finds that by addressing each of the five elements, there will be a greater likelihood of successful change introduction and management.Originality/value – The paper provides overview of the five elements of readiness for managing change as created by Armenakis et al.

Reactions to skill assessment: the forgotten factor in explaining motivation to learn

Abstract: This study examined the effects of trainees’ reactions to skill assessment on their motivation to learn. A model was developed that suggests that two dimensions of trainees’ assessment reactions – distributive justice and utility – influence training motivation and overall training effectiveness. The model was tested using a sample of individuals (N = 113) enrolled in a truck driving training program. Results revealed that trainees’ who perceived higher levels of distributive justice and utility had higher motivation to learn. Training motivation was found to significantly predict several measures of training effectiveness. Trainees’ performance on the pre-training assessment and trait goal orientation exhibited direct and interactive effects on their reactions to the skill assessment. Implications of these findings for future research on reactions to skill assessments are identified along with the practical implications for the design and conduct of training needs assessment. Reactions to Assessment 3 In recent years, a number of significant demographic, technological, socio-cultural, and economic forces have combined to create a work environment characterized by rapid change and increasing complexity (Goldstein & Gilliam, 1990; Howard, 1995; Thayer, 1997). As the changing nature of work requires employees to continually develop and change, many organizations have recognized the potential for workplace learning and continuous improvement to serve as a source of sustained competitive advantage (Hall & Mirvis, 1995; Salas & CannonBowers, 2001). Indeed, recent research suggests that organizational training is one of the most pervasive and potentially potent methods of enhancing individual productivity and organizational effectiveness (Arthur, Bennett, Edens, & Bell, 2003). It is well acknowledged that one of the keys to developing a systematic approach to training that can lead to improved productivity and effectiveness is a thorough assessment of needs (Goldstein, 1986; McGehee & Thayer, 1961). It is not surprising then that the growing emphasis on employee development as a strategic organizational priority has been accompanied by greater interest in assessing employees’ development needs (Herriot & Anderson, 1997). For example, American College Testing (ACT) has identified basic foundational and advanced skill competencies for the workplace and has developed an extensive testing and assessment process called WorkKeys that measures an individual’s level of competency (McLarty & Vansickle, 1997). Training and developmental opportunities are then provided to individuals to address key skill gaps (e.g., see Nash & Korte, 1997). A similar model has been followed by many Corporate Universities. Meister (1994), for example, highlighted a skill inventory program at IBM that identified employee skill gaps relevant to the functional skill requirements of the company. To close this gap, an employee Individual Education Plan is developed to provide Reactions to Assessment 4 each employee with a road map of instructional modules, training courses, and individual learning activities. Skill assessments and the development of skill inventories make sense from an organizational perspective to link developmental learning activities to the organization’s strategic plan. Yet, as noted by Ryan, Brutus, Greguras and Hakel (2000), the effectiveness of these assessments rest in part on the assumption that individuals want to be assessed and that they are motivated to gain insight into their skill gaps. Farr (1993) contends that organizations should be concerned about how individual’s perceive the feedback from skill assessment as these perceptions can impact what insights are gained from the assessments. However, little is known about individuals’ responses to skill assessment feedback and how those responses impact subsequent motivation to address the identified skill gaps through organizationally sponsored training programs (Noe, Wilk, Mullen, & Wanek, 1997). Consequently, it is important to ask not only how we can assess trainee skills in order to determine appropriate training placement but also what impact the assessment process can have on a trainees’ motivation to learn (Goldstein & Ford, 2002). For example, Noe’s (1986) model of training motivation posited that motivation to learn would be impacted by trainees’ reactions to skill assessments and feedback on those assessments given prior to training. Yet, very few empirical studies have been conducted on person analysis or the implications of individuals’ reactions to skills assessments (Colquitt, LePine, & Noe, 2000). As Salas and Cannon-Bowers (2001, p. 477) note, “... whereas most training researchers believe and espouse that trainingneeds analysis is the most important phase in training, this phase remains largely an art rather

Shared vision: a development tool for organizational learning

Abstract: Purpose – The organizational behavior and management literature has devoted a lot attention to processes and technology in organizational learning. There has been little work to examine the effect of shared vision on organizational learning. The purpose of this paper is to highlight the importance of shared vision as a development tool to build an organizational learning capability.Design/methodology/approach – The existing shared vision and organizational learning literature was reviewed, and the salient points on how shared vision promotes organizational learning discussed.Practical implications – The paper offers a view on how leaders can use shared vision to develop organizational learning capability. Practicing managers would then be able to help promote organizational learning with the shared vision as a guide on what to learn from the internal and external environment.Originality/value – This paper contributes to the existing organizational learning and leadership literature by introducing the idea...

E‐learning: your flexible development friend?

Abstract: Purpose – The purpose of this paper is to set out developments in the world of e‐learning using examples of new technologies being developed and used in the UK. Design/methodology/approach – Provides a viewpoint on the developments in the world of e‐learning. Findings – The paper sets out how e‐learning is becoming more widely used and more versatile as technology changes. It highlights the barriers that can get in the way of people engaging with online learning and shows how to avoid these issues. It sets out the advantages to businesses and learners and gives examples of applications for different learning needs. The development and use of haptics is explored as an example of cutting edge practice. Practical implications – The paper provides a wake‐up call for any professionals who are not engaging with the most recent technological innovations. E‐learning is here to stay and is advancing rapidly – organizations need to stay abreast of developments if they are to compete effectively in the global marketplace. Originality/value – The value of this article is to show learning and development professionals some of the benefits of using e‐learning approaches – flexibility, cost effectiveness, time efficiency and adaptability to learner preferences.

How to Grow Leaders: The Seven Key Principles of Effective Leadership Development

Abstract: "How to Grow Leaders" is a ground-breaking new book from acknowledged expert John Adair, which aims to set the record straight on leadership development. First he invites you to join him on a journey of discovery about the nature of leadership and how it can be taught. Then he identifies the seven key principles of leadership development and answers vital questions on how to select, train and educate leaders at team, operational and strategic levels. Topics discussed include: the manager as leader, how people become leaders, training team leaders, how to manage leadership training and learning to be a top strategic leader. Leadership is not a soft skill; it is a key factor in business success. "How to Grow Leaders" will help managers to develop these skills in others whilst guiding them on their own personal journey towards excellence as a leader. Thought provoking and highly readable, "How to Grow Leaders" is a vital addition to the debate on leadership from a true world-renowned authority.

Towards learning in SMEs: an empirical study in Iran

Abstract: Purpose – The purpose of this paper is to show that small and medium enterprises (SMEs) play an important role in national economies.Design/methodology/approach – The paper shows that we are experiencing a new kind of economy in recent times known as the “knowledge economy” which considers knowledge as the main resource of organizations for innovation and competitiveness.Findings – The paper finds that considering SMEs as the microelement of a society or macro economy, knowledge management is crucial to drive them towards becoming learning organizations and to achieve sustainable competitiveness.Originality/value – The research results in this paper can help SME leaders to understand the knowledge management dimensions that will move their organizations towards becoming learning organizations, and is especially relevant for developing countries.

Developing authentic leadership in organizations: some insights and observations

Abstract: Purpose – The purpose of this paper is to discuss the emerging concept of authentic leadership and provide some insights into its domain and development in organizations.Design/methodology/approach – The paper sees that authentic leadership has become a recent buzzword finding its way into scientific journals, popular press, and newspaper columns.Findings – The paper finds that the study of authentic leadership is relatively new; a working definition, a method of measurement, and criterion‐based studies do not yet exist. As such, attempting to develop authentic leaders may only result in leaders who are trained to superficially exhibit authentic leadership behaviors.Originality/value – The paper shows that when authentic leadership has been defined and is measurable, development of this type of leadership can begin. Until then, attempting to develop authentic leadership may result in negative outcomes.

Corporate universities: a catalyst for strategic human resource development?

Abstract: The corporate university has become a major area of research and debate in the field of strategic human resource development. At the centre of this debate, is whether it is a simple relabelling of the functional area of training or a paradigm shift in the development of organisational human capital. This paper explores this issue through an in-depth single case study of Australia’s largest private sector employer, Coles Myer Limited, which has recently developed a corporate university. A typology developed by Taylor and Paton (2002), is used to analyse the role and integration of the corporate university within CMLs strategic human resource management (HRM) agenda. The analysis indicates that the corporate university is clearly linked to the strategic objectives of the organisation. This paper is a work in progress. Material in the paper cannot be used without permission of the author. DEPARTMENT OF MANAGEMENT WORKING PAPER SERIES I S S N 1 3 2 7 – 5 2 1 6

Experiential learning – its place in in‐house education and training

Abstract: Purpose – Intense competition, rapid technological changes and modern aspects of management force any enterprise to put emphasis on their personnel and invest in their training and education. In terms of in‐house education and training, experiential learning is chosen to be analyzed in this particular paper. The paper aims to present experiential methods developed by trainers during the process of carrying out in‐house training programs with the aim of motivating trainees to learn through participative experiences and simultaneously adopt for their part another way of thought, action or behavior. It also seeks to examine the reasons why experiential learning is important and the conditions under which this kind of knowledge can be effective.Design/methodology/approach – The paper presents a general review of a range of experiential learning methods.Findings – The paper results in a useful checklist for developers and trainers to assess the level of experiential learning they are currently offering.Origina...

Dialogue at work? What it is and isn't

Abstract: Purpose – The purpose of this paper is to distinguish productive and unproductive understandings of the dialogue concept for employment in organizational practice.Design/methodology/approach – A decade of theoretical/philosophical literature about “dialogue” in organizations both trivializes the concept and makes its accomplishment seem routine. This manuscript synthesizes that literature and separates unproductive or inauthentic understandings from those indicative of how dialogue is conceived and intended.Findings – The paper finds that if it is to accomplish what it has the potential to accomplish in organizational life, dialogue must be understood as interpersonally tough and unfamiliar, politically challenging and psychologically disconcerting.Originality/value – The manuscript should be of value to all those interested in employing dialogue at work, but who currently understand it in unclear ways due to the way it is talked about in the popular business press.

Organizational learning orientation: how can it foster alliance relationships?

Abstract: Purpose – The purpose of this paper is to examine the importance of an organization's learning orientation in developing alliance relationships.Design/methodology/approach – The paper is based on research conducted on organizations involved in alliances as well as practical evidence.Findings – The paper finds that alliance managers need to focus on developing learning capabilities within their organizations to achieve superior alliance performance.Practical implications – The paper has practical implications for managers involved in alliances as it shows the importance of an organization focusing on learning. With the relatively small number of alliance relationships that succeed, it is important that managers harness their organization's learning potential in the context of an alliance.Originality/value – The paper is unique as it highlights the importance of an organization's learning orientation in an alliance context.

Organisational ecology and knowledge networks

Abstract: I n an “information age” in which employees are “knowledge workers” and the amount of “information” expands exponentially, managing knowledge in all its forms has become a major organizational challenge. Just what is knowledge management? Davenport and Prusak as well as Dixon distinguish among three components of the overall concept: data, information, and knowledge. Davenport and Prusak define data as a “set of discrete, objective facts about events.” Information transforms data by adding meaning or value to give it “relevant purpose.” Dixon defines “information” in more operational terms as “data that has been sorted, analyzed, and displayed, and is communicated through spoken language, graphic displays, or numeric tables.” Knowledge draws on both data and information but “is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information.” Dixon says much the same thing when she defines knowledge as “the meaningful links people make in their minds between information and its application in action in a specific setting.”

Developing local talent in international subsidiaries: the importance of trust and respect in Toyota

Abstract: Purpose – To analyze the challenges and solutions in developing local employees for managing subsidiaries – the implementation of Thainization philosophy at Toyota Motor Thailand (TMT). Design/methodology/approach – In-depth interviews were conducted with Thai and Japanese employees, and Imai Hiroshi, one of the architects of Thainization philosophy. Findings – For successful implementataion of Thainization philosophy in TMT, the management had to demonstrate respect for local employees and build trust between Thai and Japanese employees. Once the employees related to each other on the basis of mutual respect and trust, it was relatively easy to collaborate and find solutions. Practical implications – CEOs of multi-national companies, particularly Asian subsidiaries, can learn how to cope with challenges in developing local employees, building their technical and managerial capabilities. Originality/value – Many international companies are struggling with the important issue of building capabilities of local employees for leveraging their global competitiveness. The successful implementation of Thainization philosophy of TMT offers a major breakthrough in this direction.

Affirming entrepreneurship: the best hope for organizations

Abstract: Purpose – The business world has long heralded the value of entrepreneurial talent. Not surprisingly, there has been tremendous growth in entrepreneurship over the past 25 years. Sustaining this momentum will depend, in part, on elevating entrepreneurship education to the next level, through the adoption of entrepreneurship into both graduate and undergraduate core curricula. This paper aims to examine this issue.Design/methodology/approach – This paper presents and investigates major points illustrating why it is necessary to more fully integrate entrepreneurship into business education.Findings – The paper finds that the catalysts for change include: the lack of entrepreneurial talent at executive levels in most organizations; the dominance of analysis‐driven “managers” at all levels of business organizations; the fact that entrepreneurship skills and processes can be learned; and the current state of entrepreneurship education.Originality/value – The paper provides useful information on the development...

Role‐playing: a learning process to aid supply chain integration

Abstract: Purpose – This paper introduces an alternative use of an existing learning mechanism to aid in gaining acceptance of others' roles within a supply chain. This view places an emphasis on role‐playing as a means to improve supply chain integration.Design/methodology/approach – This paper is conceptual and introduces a learning technique to enable both “hard” and “soft” systems orientated participants to be better understood between chain partners.Findings – The findings presented in this paper are conceptual. However, the technique offered has partially proven success in other management scenarios and yet to be tested in supply chain management.Practical implications – By embracing role‐playing, practitioners have opportunities to develop a deeper understanding and appreciation about other roles that participate in the same supply chain as themselves, creating an opportunity for enhanced integration between roles within their supply chain.Originality/value – The value of this paper is to invite the reader t...

Do we really want all learning to be experiential? The hot stove effect

Abstract: Purpose – To expose the errors of assuming that all experiential learning is good and to challenge naive use of Kolb's learning cycle. The article also provides advice to organizations on how to develop people where they are not taking action on real needs.Design/methodology/approach – The article is based on work done in a variety of organizations around how people actually learn.Findings – People often need to overcome the errors of experiential learning.Practical implications – The article has real practical implications for leaders/managers and learning and development professionals as it shows how to overcome the limiting effects of experiential learning. It offers a practical approach to developing people in organizations.Originality/value – The article will be of value to managers and learning specialists as it raises important issues about how to promote effective learning in organizations.

Online personalization: the key to engaging the learner

Abstract: Purpose – This paper looks at how personalization can be the key to engaging adult learners in an on‐line learning experience. Adult learners bring a variety of experiences to a learning experience and a “one size fits all” approach can often hinder the success of a programme.Design/methodology/approach – The paper explores the various ways in which an on‐line learning experience can be personalized for individual adult learners. Programme design and content should provide flexible learning outcomes and respond to the needs of individual learning styles.Findings – Non‐linearity, variety of content presentation and exercises, removal of barriers to engagement and letting the learner take control of their learning have all proven in the writer's experience to be effective ways of personalizing the learning experience.Originality/value – This paper will be of interest to all those involved in programme development and the provision of on‐line learning to adult learners. It looks at ways of improving the succ...

Effective (linear) and emergent (nonlinear) mentoring: a practical context for practicing chaos

Abstract: Purpose – This paper aims to compare the characteristics of mentoring understood as a traditional linear feedback process aimed at effectiveness, with mentoring understood as a nonlinear process, emphasizing emergence.Design/methodology/approach – Based in systems theory and the nature of feedback processes, differences in the nature of goals, paths, roles, interdependence and communication for each type are explained.Practical implications – Organizational development specialists and executives may want to consider a reorientation to the way mentoring is conceived in their organization. Effectiveness is for the reproduction of present successes. Emergence is for exponentially broader developmental success in the future.Originality/value – The paper is conceptual in nature, but is of considerable practical import for organizations and mentoring relationships aspiring to generative learning.

Creating older entrepreneurs: a development dilemma

Abstract: Purpose – The aim of this paper is to examine retired workers and the development of entrepreneurs.Design/methodology/approach – The paper looks at aspects of retirement such as transfer of learning and limitations to ambition with a view to the possibility of the development of entrepreneurship.Findings – The paper finds that the would appear to be a need for a new kind of support service that helps retired people to be economically active.Originality/value – The paper provides useful information on the development of entrepreneurs among the retired.

Using employee volunteering programs to develop leadership skills

Abstract: Purpose – The purpose of the paper is to examine the use of employee volunteering programs to develop leadership skills.Design/methodology/approach – The study used a series of interviews carried out in ten companies in the north of the UK in 2004.Findings – The paper finds that employee volunteering programs provide a potentially rich source of learning for team leaders and other volunteers. Such a strategy can encourage employees to recognize learning opportunities for their own leadership skills.Originality/value – The paper provides valuable information on the development and use of employee volunteering programs.