Mabey and Salaman (1995) came up with six conditions which must be met before training and discipline can be regarded as strategic. These are:-
Alignment with organisational objectives
major(postnominal) management support
Involvement of line managers
Quality of programme- radiation pattern and delivery
Motivation of trainees
This model appears to have been thought break through and through and appears to be very logical. However it can be seen as restrictive for an organisation, in particular one going through change. Walton (1999) argues that this model is highly focused on the formal training rather than informal development and does not take a sufficiently wide view of HRD.
Another way of adaptation training development into the overall business strategy is the pattern of the learning organisation. To be a learning organisation, learning and development has to be continuous within a business. The concept of a learning organisation was developed by Pedler et al (1991) as a series of characteristics, of which the important ones are outlined below.
learnedness approaches to strategy- all organisations policies and strategiesare structured as learning processes
Participative policy making- everyone is boost to participate in objectives and strategies of the business
Reward flexibility- assumptions to the highest degree give back should be made public and other alternatives given
modify structures- the organisation needs to give space to meet apply and future needs
Learning climate- the organisations culture encourages learning
self-importance development for all- resources and facilities are available to everyone to encourage self development
Informating- employees are allowed to question systems and seek information to learn about goals
Internal exchange- all departments are...If you want to get a ample essay, order it on our website: Orderessay
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