Managing people and learning – major challenge for modern managers

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. In Part II of their paper, Poell and Van Der Krogt (2017) continue to examine human resource management and development. Employee training, education and development are often considered one of the most effective ways to stimulate and manage organizational change. However, many managers agree that HRM process is very difficult in practice, often yielding dubious results. In this regard, the authors present a conceptual framework in which they identify limited and one-sided conceptualization of organizing HRM as one of the main reasons why HRM still produces poor results. The authors suggest a learningnetwork perspective as a broader approach to organizing HRM. Employees are the key factor in this perspective, acting as important stakeholders in designing strategic HRM activities.Practitioners should keep in mind that HRM should not be limited to training, which is related to the direct work of employees. For better results, a more comprehensive approach is advisable. Employees can and should learn from their primary work processes, both routine and project-based, which can help them gain a diversity of knowledge and experience. However, employees should also take part in programs focusing on the development of their careers. Career management benefits individuals by developing their talents through challenging and interesting tasks, increases their motivation, provides more favorable labor contracts and improves their employability. Somewhere in the middle lies the third HRM path -explicitly organized human resource development (HRD). Besides taking courses and attending seminars and conferences, employees should be stimulated to interact with other individuals and groups (colleagues, experts, etc.) as well as engage in a self-study and reflect on their own performance.Managers should keep in mind that their role in all HRM and HRD activities is crucial. Not only are they responsible for providing organizational infrastructure but their role is also pivotal in yet another respect: they should help employees gain a better understanding on how those activities can contribute to their development. Ideas

A Mighty Step: Critical Systemic Interpretation of the Learning Organization

“…A recent theme in LO is unlearning (e.g., O'Connor 2017a, 2017b;Reese 2017;Rupčić 2017;Seddon and Caulkin 2007;Visser 2017). For example, Morais-Storz and Nguyen (2017) argue for an unlearning organization with a mechanism by which its mem bers unlearn institutionalized knowledge.…”