Human Resource Development (HRD)
There is a long history of learning in the workplace that embraces a multitude of styles ranging from formalized classroom settings to inquiry-based learning (IBL) to informal or experiential forms of learning. Recently there has been a return to more informal training methods such as job coaching and mentoring. In addition, the use of job rotation, job enlargement, and job enrichment emphasize socialization into the workplace. As a result of this change, workplaces are reorganized to be more learning oriented by use of “Change Laboratories” that foster continuous incremental work improvement. The evolution of self-paced training courses that utilize multimedia technologies as didactic tools in open learning centers have taken over formally run trainer-directed classes. This
type of self-initiated learning has further flourished in organizations that promote intrapreneurship with their staff. Intrapreneurs within an organization are a key component to an organization in that they are constantly looking for ways to incorporate or create exploratory/inquiry-based learning within the organization to develop new knowledge that is critical to coping with the ever changing
environmental demands. Since this type of employee tends to be a synthetic thinker, they are much more likely to recognize the advantages of incidental or unplanned learning opportunities. Below are some short videos covering HRD and the use of Technology.
Sources:
Engestrom, Y., Virkkunenn, J., Helle, M., Pihlaja, J.,& Poikela, R. (1996). The Change Laboratory as a Tool for Transforming Work. Lifelong
Learning in Europe, 1(2), 10-17.
Molina, C., & Callahan, J. (2009). Fostering organizational performance: The role of learning and intrapreneurship. Journal of European Industrial Training, 33(5), 388-400.
Poell, R., Chivers, G., Van der Krogt, F., & Wildemeersch, D. (2000). Learning-network Theory: Organizing the Dynamic
Relationships Between Learning and Work. Management Learning, 31(1), 25-49.
type of self-initiated learning has further flourished in organizations that promote intrapreneurship with their staff. Intrapreneurs within an organization are a key component to an organization in that they are constantly looking for ways to incorporate or create exploratory/inquiry-based learning within the organization to develop new knowledge that is critical to coping with the ever changing
environmental demands. Since this type of employee tends to be a synthetic thinker, they are much more likely to recognize the advantages of incidental or unplanned learning opportunities. Below are some short videos covering HRD and the use of Technology.
Sources:
Engestrom, Y., Virkkunenn, J., Helle, M., Pihlaja, J.,& Poikela, R. (1996). The Change Laboratory as a Tool for Transforming Work. Lifelong
Learning in Europe, 1(2), 10-17.
Molina, C., & Callahan, J. (2009). Fostering organizational performance: The role of learning and intrapreneurship. Journal of European Industrial Training, 33(5), 388-400.
Poell, R., Chivers, G., Van der Krogt, F., & Wildemeersch, D. (2000). Learning-network Theory: Organizing the Dynamic
Relationships Between Learning and Work. Management Learning, 31(1), 25-49.
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