Chapter 1 Introduction to HRD Copyright © 2010 Tilde University Press

The business environment Change will keep occurring at a rapidly escalating rate Faith in corporate Australia and New Zealand has deteriorated A common theme in these corporate disasters has been the lack of training and development of staff The knowledge of their staff is the component most critical for the success of organisations

Management re-engineering Unfortunately, the focus on dollar savings often became the sole justification for actions in many organisations costs cannot be eliminated; they can only be transferred Some negative effects of the ‘cost-saving syndrome’ include: Loss of knowledge Ignoring traditional but critical processes and standards. Forgetting that loyalty is a two-way street The ‘everything is saved’ mentality The anorexic syndrome Focus on money

The traditional management approach Based on ‘Machine’ metaphor emphasises linear processes and a search for cause- and-effect Severe limitations of relying only on the traditional management theories, including: Great difficulty in adapting to changing circumstances Mindless and unquestioning bureaucracy that is destined to always perform the same actions, no matter what Concentration on the detail – if in doubt, divide the detail further and undertake even more micro-measurements, and Dehumanising of employees Is still needed – but does not go far enough

Knowledge capital A unique resource Knowledge is a multifaceted concept justified true belief the capacity to define a situation and act accordingly explicit (can be enunciated) and is tacit (beliefs, intuition, complex skills) Levels Data Information Inert knowledge Embodied knowledge

Complexity theory Two dependent and relating systems The legitimate system Efficiency – traditional management processes three important roles Operates near-to-certainty Day-to-day activities Audit any change Negative feedback loops Single-loop learning Source of immediate organisational survival – and this gives the legitimate system power

Complexity theory (cont) The shadow system Creativity. three important roles Operate far-from-certainty Import and create new knowledge Export the new knowledge to the legitimate system Positive feedback loops Double-loop learning Self-organising groups - heart of the shadow system

Complexity theory (cont) If the legitimate system has too much power- will lead to a toxic organisation Uses defensive mechanisms to maintain power If the shadow system has too much power, will lead to chaos Bounded instability Each system has appropriate power Legitimate system retains sufficient efficiency Shadow system creates sufficient knowledge A state of continual tension

The adult learner Learning (individual & group) fundamental to organisational survival Some key action areas for adult learning: Understanding the needs of adult learners Supporting learning in the workplace Ensuring access to opportunities Organisations are becoming more dependent on the skills and knowledge of their workers Adult learning in societal, community and organisational life is complex, contested and contextual

HR developer and the management of knowledge The role of the HR developer must expand beyond the traditional role The full responsibility for the development of staff rests with the immediate supervisor The supervisor may take on the role of HR developer. Or the supervisor may delegate the HR role to a third party – such as the in-house trainer or external consultant. Will still use the four stages of: Needs analysis Design Implementation Evaluation

Within a wider theoretical context The functions of HRM All of the HRM functions will link with HRD. However, the more important are: Strategic human resource planning Induction performance appraisal, The context of HRD See Figure 1.2