This module aims to describe, analyse and synthesise a wide range of contemporary issues in the field of individual and collective workplace learning.  It provides an introduction to learning and development (L&D[1]) and human resource development (HRD including training), takes a broad view of learning as encompassing both individual and collective (i.e. organizational) processes, and explores these issues from a variety of perspectives through the use of examples from academic research and business and organisational practice.

Learning is at the heart of organisation, and has the power to enable individuals and organisations to fulfil their personal and collective goals and ambitions.  Individuals may be transformed by their learning, but also through learning they may gain the power to transform the context in which they find themselves, or to create new contexts for themselves.  Learning can be transformative and emancipating.  It is through learning that we can acquire new knowledge, skills and attitudes that may enable us to function and perform more efficiently and effectively and exercise greater choice in our working and personal lives.

The position adopted in this module is that managed learning in business organizations (often referred to as HRD) has the potential to contribute to the development of individuals and organisations, to enhance their performance in worthwhile and meaningful ways, and that the benefits for individuals, organisations, and wider society can be significant and mutually reinforcing.  For these reasons it is argued that learning and the ability to manage the processes of learning and development are key capabilities for individuals and organisations in the information age and the knowledge economy.

As far as students of HRM are concerned an understanding of learning is a vital aspect of professional HR education, development and practice, but more generally learning, and the ability to learn, also play crucial roles in one’s personal growth and intellectual and professional development.

a)       what L&D (i.e. HRD) is and how it relates to other organisational processes and systems such as HRM;

b)      how L&D can be planned and implemented effectively;

c)       how L&D’s impact on individual employees and on organizations can be assessed;

d)      the significance of L&D for individual and organisational development, change and transformation;

e)       some of the problematic issues in L&D.

The set text for the module is: Sadler-Smith, E. 2006. Learning and development for managers: perspectives from research and practice.  Oxford : Blackwell.  Please read the relevant chapters and the research articles.  Research articles are available via the University library’s Electronic Journals resource.

The PowerPoint presentations for each session will be available on Ulearn prior to the relevant lecture.  I will not bring copies of PowerPoint presentations to lectures.

Other Relevant Books

Buckley, R. & Caple., J.  (1995).  The theory and practice of training.  London , Kogan Page

Goldstein, IL .  (1993).  Training in organisations: needs assessment, development and evaluation.  Pacific Grove , CA.: Brooks/Cole Publishing

Harrison, R.  (2003).  Employee development. London , CIPD (or latest edition)

Mumford, A. (1997). Management development: strategies for action. London , IPD.

Pedler, M., Burgoyne, J. & Boydell, T.  (1997).  The learning company: a strategy for sustainable development. London : McGraw-Hill.

Reid, MA & Barrington , H.  (1999).  Training interventions: promoting learning opportunities. London , CIPD (or latest edition)

Smith, PJ. & Sadler-Smith, E.  (2006).  Learning in organisations: complexities and diversities.  Oxford : Routledge

Stewart, J. (1999). Employee development practice. London : Financial Times Management (or latest edition)

Stewart, J. & McGoldrick, J.  (1996).  Human resource development. London : Pitman.

Journals

Academy of Management Learning and Education