The management and effectiveness of corporate training programmes

Bergenhenegouwen, G.J.

doi:10.1111/j.1467-8535.1990.tb00038.x

Cited by 9 publications

(6 citation statements)

References 1 publication

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“…Hard, market-oriented, functionalist and instrumental views dominate such HRD discourses. This approach to HRD is broadly accepted and is probably the form most widely practised within organizational settings (Armstrong 1999;Bergenhenegouwen, 1990;Garavan, 1991). To exist, HRD has first to justify such existence in economic terms -and this is the reality that HRD practitioners must first address and live with in their everyday lives.…”

Section: Assumption 1: Hrd Involves the Instrumental Exploitation Of mentioning

confidence: 99%

Critically challenging some assumptions in HRD

O’Donnell¹,

McGuire²,

Cross³

2006

Int J Training Development

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This paper sets out to critically challenge five interrelated assumptions prominent in the (human resource development) HRD literature. These relate to: the exploitation of labour in enhancing shareholder value; the view that employees are cocontributors to and co-recipients of HRD benefits; the distinction between HRD and human resource management; the relationship between HRD and unitarism; and the relationship between HRD and organizational and learning cultures. From a critical modernist perspective, it is argued that these can only be adequately addressed by taking a point of departure from the particular state of the capital-labour relation in time, place and space. HRD, of its nature, exists in a continuous state of dialectical tension between capital and labour -and there is much that critical scholarship has yet to do in informing practitioners about how they might manage and cope with such tension.

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Section: Assumption 1: Hrd Involves the Instrumental Exploitation Of mentioning

confidence: 99%

Critically challenging some assumptions in HRD

O’Donnell¹,

McGuire²,

Cross³

2006

Int J Training Development

View full text Add to dashboard Cite

show abstract

“…However, the problem with this total approach lies in finding the right match between, on the one hand, the (available) competences of the employees and, on the other hand, the objectives, strategy and core competences of the organization. Bergenhenegouwen [8] argues that personal competences are acquired and maintained most effectively when they are embedded in the innovation of the business strategy.…”

Section: Competence-based Organizationsmentioning

confidence: 99%

Competence development ‐ a challenge for HRM professionals: core competences of organizations as guidelines for the development of employees

Bergenhenegouwen

1996

Journal of European Industrial Training

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Explains the theory on the core competences of the organization and the competences of individual employees. Looks at the management style in competence-based organizations and the way in which a competence-based human resource management (HRM) system can help in achieving the organization's objectives, as well as examining competence management and empowerment. A concrete application of a competencebased HRM system in the petro-chemicals industry illustrates the task of linking an organization's core competences to the personal competences of employees by making use of HRM instruments. Ends with a summary of the challenges HRM professionals face in competence-based organizations.

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“…The critical significance of informal learning to volunteer development through the sharing of tacit knowledge was stressed by both volunteers and managers (Davenport & Prusak, 1998). They were also very much aware of their key role in the development of volunteers (Bergenhenegouwen, 1990;McCracken & Wallace, 2000). The crucial importance of informal learning was emphasized in earlier research into episodic volunteering at music festivals (Abfalter et al, 2012;Clayton, 2016) and of research into learning in general (Eraut, 2004).…”

Section: Discussionmentioning

confidence: 99%

“…H. Lee & Bruvold, 2003;Schmidt, 2007). These can be part of an overall Human Resource Development approach where a learning culture is developed and staff gain the necessary knowledge and skills to enhance their performance in their role (Bergenhenegouwen, 1990;McCracken & Wallace, 2000). Such individual learning can lead to organizational learning if the knowledge gained can be stored in a repository and reused, thus embedding the knowledge in the organization (Argote, 2011).…”

Section: Introductionmentioning

confidence: 99%

The role of knowledge sharing in volunteer learning and development

Fullwood

Rowley

2021

Nonprofit Mgmnt & Ldrshp

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Despite the growing importance of volunteers to many organizations, there has been little research into how they share their knowledge and develop the skills they need. Moreover, the focus of existing research has been on short-term episodic volunteering. This article addresses these deficits by examining the significance of knowledge sharing to volunteer development and also the relative importance of individual processes. A case study approach is adopted, which focuses on a major heritage site that is heavily reliant on a volunteer workforce. Development of volunteers is particularly relevant to the heritage sector where organizations need a sizeable, stable, and well-trained volunteer workforce. We performed semi-structured interviews with six managers as well as conducting five focus groups with volunteers from diverse work areas in the National Trust. The Volunteer Development through Knowledge Sharing Model is proposed. This is the first conceptual model to summarize the processes in volunteer development. Processes are clustered as follows: informal learning, formal training, learning resources, and research by volunteers. Informal learning through

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The management and effectiveness of corporate training programmes

Cited by 9 publications

References 1 publication

Critically challenging some assumptions in HRD

Critically challenging some assumptions in HRD

Competence development ‐ a challenge for HRM professionals: core competences of organizations as guidelines for the development of employees

The role of knowledge sharing in volunteer learning and development

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