The integration of work process knowledge into human resources development

Abstract

In this contribution the relationship between work process knowledge and human resources development is discussed. The concept of work process knowledge is described as it evolved as an outcome of a research network involving research institutions from 10 European countries (N. C. Boreham, R. Samurçay, & M. Fischer, 2002). Historical origins of the concept are mentioned and different dimensions of work process knowledge are depicted as a topic of ongoing research. How work process knowledge is considered within current research activities focusing on measures of organizational learning is also defined. In this respect, research results from the European research project OrgLearn (“Ways of Organisational Learning in the Chemical Industry and Their Impact on Vocational Education and Training,” funded under the Fifth Framework Programme of the European Union and coordinated by the author) are reported. Finally, the implications of the concept of work process knowledge are discussed, which have become apparent in recent developments within vocational education and training in Germany. © 2005 Wiley Periodicals, Inc. Hum Factors Man 15: 369–384, 2005.

Applying “work process knowledge” to visitor attractions venues

“…This study builds on the work of previous researchers in this field (Boreham, 2002a, b; Mariani, 2002; Boreham, 2004a, b; Fischer and Boreham, 2004; Clases and Wehner, 2004; Fischer, 2005; Fischer et al , 2004). Like these previous authors, this study found that employees with well‐developed WPK understand the organisation they work in at the strategic level, how all the departments fit and work together, their own importance in the overall scheme of things and the goals of the organisation.…”

“…WPK is held not only within the individual but is also socially and culturally based, with knowledge and information shared through common language and artefacts within the workplace (Boreham, 2004b; Fischer et al , 2004; Fischer, 2005; Lammont and Boreham, 2002; Norros and Nuutinen, 2002; Waibel‐Fischer et al , 2004). Organisational structure, formal and informal communication structures, organisational climate, division of labour and management approaches have been shown to play a major part in the development of WPK by workers (Heinz et al , 2004; Waibel‐Fischer et al , 2004).…”