Strategic Human Resource Development Alignment from the Employee's Perspective: Initial Development and Proposition Testing of a Measure

Herd, Ann M.; Shuck, Brad M.; Githens, Rod P.

doi:10.1002/piq.21266

Cited by 6 publications

(4 citation statements)

References 62 publications

(115 reference statements)

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“…SHRD has to embrace the potential for learning to emerge from the practices of working with technologies and for these to become a feature of making strategy (Mintzberg, Ahlstrand, & Lampel, 2008). This enables SHRD alignment between individual and organisational learning (Herd, Shuck, & Githens, 2018).…”

Section: Discussionmentioning

confidence: 99%

The Future of HRD, Volume I

Loon¹,

Stewart²,

Nachmias³

2020

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Our challenge to the Human Resource Development (HRD) community, is how far we should proactively take responsibility and get involved in shaping future skill development and human interactions with technology? Or will they, as in the past, retain a passive observer position?There is much talk of the displacement of humans by technologies with Deloitte's (2018) reporting that employment in 44% of occupations in the UK is creating uncertainty about which jobs will continue.The disruption to current approaches to skill development and identification of what new skills are needed requires attention. For people to retain relevance, more attention is needed on those skills that resist automation and technology replacement by the Fourth Industrial Revolution (4IR) package.In this chapter we seek to answer the question: to what extent do LD practitioners incorporate both the learning of humans and machines within their areas of responsibility? Initially, we consider some of the key ideas relating to 4IR with respect to HRD/LD. We report the findings from a series of interviews with Senior HRD practitioners. We identified five themes: Emerging Awareness; Responding; Division between IT and HRD; Role of HRD; and Ethical Implications that we share and explore. We suggest that ML/AI is still something of a black box for HRD/LD and our enquiry prompted speculation and possibilities with an emerging recognition of the need to be involved and develop a more collaborative response. We argue that HRD/LD can make this happen and is important to the continuity, relevance and survival of the profession.

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Section: Discussionmentioning

confidence: 99%

The Future of HRD, Volume I

Loon¹,

Stewart²,

Nachmias³

2020

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“…For example, the HRD literature often emphasizes change management from an organizational development (OD) perspective, where individual‐ and team‐level perspectives are emphasized (Torraco, 2016). The critical examination of Lean priorities might also offer recommendations for how HRD practitioners can increase employees’ and team members' line of sight (Boswell, 2006; Herd et al, 2018; Herd & Alagaraja, 2016) by better understanding the organization's vision, strategic direction, and purpose with a focus on continuous improvement (Lahidji & Tucker, 2016).…”

Section: Research Questionmentioning

confidence: 99%

“…In the LS approach, training is provided to help employees become multi‐skilled, increase their ability to operate and support cross‐functional processes, and ensure value is added to the end customer. As such, there is a shared understanding of the purpose of training as being tied to strategic continuous improvement goals, thus providing employees with a clear line of sight about the strategic HRD alignment of training initiatives (Boswell, 2006; Herd et al, 2018). In contrast, the LO literature is less prescriptive and is silent on the content of the learning and how this learning is applied in the context of an employee's job as well as the relationship of the job with other jobs/process at work.…”

Section: Examining Lean and The Learning Organizationmentioning

confidence: 99%

UnderstandingMulti‐levelLearning in Organizations: A Comparison of Lean and the Learning Organization

Alagaraja¹,

Herd²

2021

Performance Improve Qtrly

Self Cite

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Learning organization (LO) models emphasize learning at multiple levels (individual, team, and organization). The Lean literature addresses multi‐level improvement in performance with specific strategies to coordinate and mobilize individuals, teams, and organizations. We review the key models in LO and Lean literatures to identify factors that facilitate learning and performance, respectively. We compare and contrast Lean and LO characteristics for better understanding of how divergent foci on learning and performance are likely to affect organizational learning and performance in different ways. The review concludes with implications for theory and research for workplace learning and HRD.

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“…Hence, the multitude of definitions and the scarcity of conceptual frameworks enlarge the research gap. The exploratory nature of the research will attempt to fill and cross the gap theoretically and empirically [19].…”

Section: Introductionmentioning

confidence: 99%

Strategic alignment dimensions and structured practices of learning organizations: A case study of Wasit university

Younis

Alsreiwe

Hejase

et al. 2023

ijirss

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Learning organizations promote education by capitalizing on their 'strategic alignment'. However, an organizational strategy is a critical problem since it influences organizational efficiency and performance. This study aims to evaluate the strategic alignment dimensions' impact on the organization's learning practices. This research is quantitative, descriptive and explanatory. The confirmatory factor analysis (CFA) method was used to assess the research variables. The case under study is the Wasit University faculty giving access to a sample of 450 participants. A questionnaire was used to collect the data. Collected data were analyzed using SPSS V.25 and Amos.V.23 statistical programs. Research hypotheses were accepted and confirmed the statistical significance (p < 5%) of the influence of the strategic alignment dimensions which include telecommunication, organizational value, governance, partnership and workforce skills on the learning organization practices at Wasit University. The constructs retained in the strategic alignment dimensions of organizational learning indicated the availability of telecommunication, organizational value, governance, partnership and faculty skills. Universities should increase their interest in and investment in the mechanisms of organizational learning to facilitate the process of obtaining knowledge. It is essential to involve instructors and consider their views and capabilities when making strategic decisions.

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Strategic Human Resource Development Alignment from the Employee's Perspective: Initial Development and Proposition Testing of a Measure

Cited by 6 publications

References 62 publications

The Future of HRD, Volume I

The Future of HRD, Volume I

UnderstandingMulti‐levelLearning in Organizations: A Comparison of Lean and the Learning Organization

Strategic alignment dimensions and structured practices of learning organizations: A case study of Wasit university

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