Human resource development and workplace learning: emerging theoretical perspectives and organisational practices

Garavan, Thomas N.; Morley, Michael J.; Gunnigle, Patrick; McGuire, David

doi:10.1108/03090590210428133

Cited by 94 publications

(79 citation statements)

References 28 publications

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“…Davies, Taylor & Savery, 2001;Nolan, Conway, Farrell & Monks, 2010) support the importance of training in these three areas. Given that line managers are central to the process of workplace learning and in supporting both individual and organisational learning processes (Garavan, Morley, Gunnigle & McGuire, 2002), it is reasonable to investigate their perceptions of HRD.…”

Section: Research Design and Data Collectionmentioning

confidence: 99%

“…Many traditional terms such as 'staff training and development' and 'work place education' have been used to refer to the set of formal organisational and individual practices designed to enhance the potential contribution of human resources to the organisation (Walton, 1999). In recent years, the terms 'workplace learning', 'human resource development' and 'strategic human resource development' are used to comprehensively explain individual and organisational learning processes (Garavan, 1991;Garavan, Morley, Gunnigle & McGuire, 2002).…”

Section: Hrd In the Hospitality Sector And Destination Competitivenessmentioning

confidence: 99%

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Human resource development in the hotel industry of Mauritius: myth or reality?

Prayag

Hosany

2013

Current Issues in Tourism

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The purpose of this study is to identify the role, importance and outcomes attributed to HRD by line managers in the Mauritian hotel industry. Data were collected through in-depth interviews from a purposive sample of 135 hotel line managers. A two-step procedure was followed to analyse data. First, thematic analysis identified key themes in the textual data.Second, the artificial neural software CATPAC was used to generate interrelationships among the themes. Results show that HRD is related to organisational success, service quality improvements, sharing of knowledge and improvements in operational efficiency. Four key outcomes of HRD were identified: improvements in staff attitude, better teamwork, enhanced productivity and better service delivery. The findings indicate the prevalence of a need-driven approach to HRD and the link between HRD and corporate strategy is not clear. Results have implications for organizational and destination competitiveness.

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Section: Research Design and Data Collectionmentioning

confidence: 99%

Section: Hrd In the Hospitality Sector And Destination Competitivenessmentioning

confidence: 99%

Human resource development in the hotel industry of Mauritius: myth or reality?

Prayag

Hosany

2013

Current Issues in Tourism

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“…She asserts that it is effective continuing professional development that is most likely to be an agent for change. Garavan et al (2002) found that work, learning and performance are inextricably linked:…”

Section: Work Learning Performancementioning

confidence: 99%

HRD: the shapes and things to come

Simmonds

Pedersen

2006

Journal of Workplace Learning

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There has been limited critical review and development of Human Resource Development (HRD) theory in the past two decades. It is change, and especially the rate at which change occurs, that largely influences the HRD hybrid that any organisation adopts. This paper will systematically consider the professional discussions in a number of countries to trace HRD through four key phases: the 'duet', the 'trio', the 'quartet' and concluding with the 'orchestra'.In the past, Human Resource Development (HRD) was often polarized as focusing primarily on either performance or learning -a 'duet'. The relationship between HRD and change was then developed once the integral nature of work to both performance and learning was recognised -a 'trio'. A significant addition to the exploration of learning at work then came about when authors tackled the issue of quality -a 'quartet' of learning, performance, work and quality. However, the future of HRD now lies squarely in the need for the profession to embrace fully the inextricably interrelated paradigms of movement (where people have developed from); change (and especially the rate of change); dynamism (provided from leadership); harmony and unity (resulting from cohesive partnerships) -the 'orchestra'. BACKGROUND

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“…Many researchers have studied facilitator's competencies (Garavan et al 2002;Vreede et al 2002;McFadzean 2002;Clawson and Bostrom 1996;McFadzean and Nelson 1998). Also in practice, facilitator competencies and skills have been investigated by members of the International Association of Facilitators (IAF) as well as the Institute of Cultural Affairs (ICA).…”

Section: Facilitator Competenciesmentioning

confidence: 99%

An Assessment Framework for Practicing Facilitator

Azadegan

Kolfschoten

2012

Group Decis Negot

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There is an on-going recognition of the need for facilitation to support different group settings. However, the skills and expertise required to successfully facilitate a group of participants to achieve their goal is a challenging task to achieve. There are a number of barriers towards facilitation: A facilitator needs to operate at many different levels at the same time; understand the politics within the group; encourage interaction within the group; and guide participants through tasks and activities, while balancing the needs of the group and the client to reach real outcomes. One of the key competences of a facilitator is flexibility, to adapt to varying circumstances. The complexity and dynamic nature of delivering an appropriate and effective facilitation service makes it therefore difficult to assess the facilitator's performance in any facilitated session. In this paper we describe a framework in the form of an artefact developed to aid the facilitators in assessing their own performance in different meetings. Facilitation Service Assessment Framework (FSAF) allows facilitators to define metrics and measures in the context of facilitator's goals. The assessment framework consists of a structure and a process which facilitators use to apply the framework to facilitation scenarios. Finally, the paper describes how experts evaluated FSAF in alternative scenarios by running a survey and then by conducting interviews.

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Human resource development and workplace learning: emerging theoretical perspectives and organisational practices

Cited by 94 publications

References 28 publications

Human resource development in the hotel industry of Mauritius: myth or reality?

Human resource development in the hotel industry of Mauritius: myth or reality?

HRD: the shapes and things to come

An Assessment Framework for Practicing Facilitator

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