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BMP6004 – LEANINING AND DEVELOPMENT

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This is because the learning helps the employees to
gain knowledge and skills that they can use further to enhance the organisational
outcomes
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Learning and development is a strategy that the companies use to align the
employee’s goals and performance with the organisational goals and performance, by
providing them with the skills, knowledge and competencies they need to successfully
carry their job roles
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Knowledgeable workers
are more engaged, more motivated, more productive and more determined to stay
within the business
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The focus of this paper is on reflecting the contribution that the organisational
learning has on the improvement of the organisational performance
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1
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The technological progress has imposed a need to continuously update
the individuals’ knowledge to maximise the organisational performance results
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It was found that trends such as digitisation have widened the existing skills gap in
the United Kingdom organisations, with the human resources specialists being more
focused on strategic workforce planning to determine these gaps, on improving the
training options for the employees and on developing a culture of lifelong learning
(McKinsey and Company, 2020)
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al
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2
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Definition of the learning and development knowledge

Page-Tickell (2018) defined the learning and development as “an internal
function whose purpose is to build the capability of the organisation”, a part of the
human resources function aimed at changing, adapting and growing to meet and
overcome the challenges and the changes
...

Garavan, et
...
, (2020) stated that the learning and development involves both,
the individual and organisational level processes, appreciating that the concept is
broad and incorporates formal training activities conducted in a classroom setting, onthe-job or online, development and education activities that prepare the employees for
future career goals and roles, as well as social, collective and organisational level
learning
...


CIPD (2022) notes that the learning and development represent “an
organisational strategy that articulates the workforce capabilities, skills or
competencies required, and how these can be developed, to ensure a sustainable,
successful organisation”
...
However, none of the definitions highlights the importance of creating a
positive environment within the organisation or the necessity of understanding the
individual’s specific needs and offering the right method of learning
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The learning and
development becomes an integrated part of the organisations, with the managers
taking responsibility for developing their teams and the human resources function
acting as a resource, while setting and guiding the strategic development goals in line
with the organisational strategy (Page-Tickell, 2018)
...

As part of the human resources function, the learning and development specialists are
making sure that the workers have the right skills, at the right time, to carry out their
job tasks in an appropriate manner
...
More than that, the
learning and development helps the businesses in reaching their long-term objectives
through ensuring the attraction and retention of highly skilled workforce, improvement
of the commitment and motivation level among employees and preservation of a
positive working environment
...
Having internal learning and development
specialists is also important for the organisational success, as they are able to monitor
closely the skills gaps existing among the employees and take the right measures to
correct them, at the right time
...
Individual and organisational learning
The individual learning is focused on the development of personal skills and
knowledge to perform better in the job-role, while the organisational learning is focused
on solving the problems existing at the organisational level
...
The organisational learning is concerned with various aspects of the business
functioning, such as information management, formation of skills, culture, history, job
security, technological systems, helping the organisation to remain competitive on the
market
...
For that, they must take into consideration the fact that people are
different and have got different learning styles
...

To understand better these needs, the managers have available different
theories and models explaining how people are learning and what motivates them in
this process, such as the reinforcement theory, the cognitive learning theory, the
experiential learning theory, or the social learning theory
...
For instance, if an employee is enrolled into a training
programme meant to upskill him/her and this is followed by a career progression or by
a salary increase, then the individual would show higher willingness to learn
...

The experiential learning theory, based on Kolb’s learning cycle, accepts the
idea that the individuals are able to learn from their own experiences, by living the
actual experience, reflecting on it, finding the meaning of the experience and
distinguishing between what can be applied to the future situations to obtain better
results and what cannot be taken further and finally, applying effectively the learning
into the real-life circumstances (Kolb and Kolb, 2018)
...

These theories help the management to understand the individual’s behaviour
and how this is affected or changed by learning, allowing them to tailor the learning
methods to the needs of the employees, enhancing their efficiency and improving the
organisational performance
...
The learning organisations
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A general approach to the learning organisations
The learning organisations is a broad concept including, according to Örtenblad
(2013), the learning at work, the organisational learning, the climate for learning and
the learning structure
...

This type of organisation is more flexible and supports the rapid adaptation of
the unforeseen circumstances, providing the business with sustainable competitive
advantage, due to promoting a continuous learning culture among the individuals
which is developing their skills and competencies
...
Examples of learning
organisations are: Coca-Cola, that changed the company’s culture to embrace failure
and iteration and has reset the business strategy, integrating the technology and
digitisation in its processes; Google is promoting a culture of continuous learning
among employees,

regardless of their job-role; Amazon support the employees

professional development, as they are being challenged and learn from the
experiences they have in their job; Apple is looking to constantly improve their
products to respond better to the market demands, etc
...
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The organisational learning is a result of the individual’s beliefs system
and of its behaviour
...

Five stages have been identified in the organisational learning process:
knowledge acquisition, knowledge sharing, knowledge interpretation, knowledge
maintenance and knowledge utilisation (Su, Huang and Contractor, 2010)
...

4
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Theories supporting the learning organisations
The organisational learning and the learning organisations are supported by
theories that offer solutions on how the managers can motivate their employees to
learn by meeting their intrinsic needs for reward and fulfilment (Scott, 2018)
...
This theory explains the situations when the employees are forced to learn

to adapt to changes, like the situation when they have to use a new equipment and
they do not know how to operate it
...

According to this, the employees that know they will be recompensed or recognised
for their effort to learn are more motivated to engage into the learning process and
enhance their knowledge and skills, improving their performance
...
Similarly, the goal-setting theory is
based on the idea that the employees get better results if they are being set clear,
achievable and appraisable
...

The self-efficacy theory states that the individuals confident in their ability and
capability to accomplish a specific job are more likely to centralise their efforts towards
its successful attainment
...
, whilst achieving the
objectives set
...

The theories presented above are offering the guidelines for the creation of
successful learning organisations, they attempting to explain what motivated the
individuals to learn and how the organisations can create a culture of continuous
learning
...

4
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Importance of learning and development
The organisational learning and development has multiple positive consequences
not only for the businesses, but also for the individuals
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They help to align the employee’s goals with the

organisational objectives, contributing to the successful growth of the business
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al
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5
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The individual’s knowledge and skills are
seen as central to the organisational progress
...
To
produce the results expected, the learning and development programme needs to be
structured and to be adapted to the learning needs of the individuals or of the business
...
For instance, in a manufacturing company, a
new machine is being purchased meant to improve the productivity level of the
firm through the delivery of a higher number of final pieces in a shorter period
of time, honouring a higher number of orders and increasing the profits for the
shareholders
...


•

Designing the learning and development activities: in this stage, the
management and the learning and development specialists are identifying
which methods of learning are more appropriate to the organisational needs,
being it training, coaching, mentoring, or other learning activities
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•

Delivery of learning: there are different methods that can be used to deliver the
training to the employees
...
It can also take the form
of coaching or mentoring
...
For example,
in the manufacturing company’s case, the most effective method of learning
would be the face-to-face training
...
For instance, the delivery of training for the new equipment could be
accompanied by practical demonstration of how to use the machine, with the
employees being actively involved in the testing of the equipment
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Recommendations can be made
on what steps need to be taken further, depending on the findings
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6
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The learning and development
of the employees plays a crucial role in this process
...
The first part of the study has focused on
defining the concept and revealing its contribution to the achievement of the business
strategy
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Finally, the
stages of the organisational learning have been presented, that are important in
monitoring and evaluating the learning process
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A
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, Hakala, H
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And Strozzi, F
...

Organisational learning, learning organisation, and learning orientation: An integrative
review and framework
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100854
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, (2021)
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In Change and Development in
Organisations (pp
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Routledge
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Learning and development strategy and policy, Available from:
https://www
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co
...

Clarke, A
...
Learning Organisations: What They Are and How To Become One
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Field, L
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Organisational learning: basic concepts
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159-173)
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Garavan, T
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, (2007)
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Advances in Developing Human Resources, 9(1), pp
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Garavan, T
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, O’Brien, F
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, Gubbins, C
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, Carbery, R
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, Lannon, R
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And Grant, K
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Learning and development
effectiveness in Organisations
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Gomes, G
...
M
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Organizational learning capability, innovation
and performance: study in small and medium-sized enterprises (SMES)
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163-175
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, Kyndt, E
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And Baert, H
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Influence of learning and
working climate on the retention of talented employees
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35-55
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and Kolb, D
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Eight important things to know about the experiential
learning cycle
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8-14
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and Ihalainen, J
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Organisational learning during the coronavirus
pandemic: A case study on models for extended learning and complexity
management
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378-396
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The economic case for reskilling in the UK: How
employers can thrive by boosting workers’ skills, 16th November, McKinsey and
Company,

Available

from:

https://www
...
com/capabilities/people-and-

organizational-performance/our-insights/the-economic-case-for-reskilling-in-the-ukhow-employers-can-thrive-by-boosting-workers-skills [Accessed on 10/03/2023]
...
O
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A literature review on organisational learning and learning
organisations
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281-295
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Ed
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Handbook of research on the learning organization:
Adaptation and context
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Page-Tickell, R
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Learning and Development: A Practical Introduction (Vol
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Kogan Page Publishers
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, (2018)
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Available at SSRN 3480853
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, Huang, M
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, (2010)
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European Journal of International
Management, 4(6), pp
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