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ERIC Number: EJ797599
Record Type: Journal
Publication Date: 2006-Jul
Reference Count: 7
What Is the Moral Imperative of Workplace Learning: Unlocking the DaVinci Code of Human Resource Development?
Australian Journal of Adult Learning, v46 n2 p287-290 Jul 2006
In the course of the author's doctoral study, he is exploring the strategic linkages between learning activities in the modern workplace and the long-term success they bring to organisations. For many years, this challenge has been the Holy Grail of human resource (HR) development practitioners, who invest heavily on training and professional development projects each year but readily admit to their inadequacies when it comes to evaluating the full benefits. Although the problem appears straightforward, the answer has proven to be more elusive. HR managers perpetually strive to quantify how workplace training contributes to the organisation's profitability or competitive advantage by monitoring how an individual changes their behaviour and adds value. After all, survival and growth are reported to be the two most compelling reasons driving change in today's enterprises, so when training is found to contribute to the bottom line, it is guaranteed to attract the attention of senior managers, who are often more skeptical. This dilemma has been a key issue for HR professionals for decades, but new evidence is suggesting that the real measure of strategic success may be found in evaluating how "employee learning" can help organisations secure something much more sustainable and macro-economic than mere profit. The author is referring to a concept that goes beyond the commercially convenient activities of corporate social responsibility towards a renewed notion of national identity that is deeply embedded in the ontological security of every individual employee; in other words, satisfying mutual concerns over long-term personal safety and knowing what can or should be done to make a meaningful contribution to society--and be recognised for it. This highly successful organisation is currently engaging with its employees on the basis of a "moral imperative" and is doing so by deliberately aligning every aspect of its strategy to one over-riding vision that it focused eighty years into the future. Furthermore, all employees are included in the planning process through an intricate and interwoven system of communications that recognises the value of people's capabilities.
Descriptors: Employees, Social Responsibility, Labor Force Development, Human Resources, Professional Development, Foreign Countries, Global Approach
Adult Learning Australia. Level 1, 32 Northbourne Avenue, Canberra ACT 2603 Australia. Tel: 02 6274 9515; Fax: 02 6274 9513; e-mail: firstname.lastname@example.org; Website: http://www.ala.asn.au
Publication Type: Journal Articles; Reports - Research
Education Level: N/A
Authoring Institution: N/A
Identifiers - Location: Australia