Strategic activities in organization or at work places are approaches to human resource management that provide a framework to support long term business goals and outcomes, these approaches vary in relation to the business activities itself. Schwab (1980) noted that the growing body of strategic research can be seen in two interrelated ways which are the substantive and measurement streams. The substantive stream refers to studies which emphasizes on the physiology or character of a theoretical relationship between independent and dependent variables while the measurement stream focuses on the outcome of the correlation between the underlying theoretical concept and operationalization itself (Venkatraman and Grant 1986). This academic article tries to look at more of the measurement stream in relation to training, learning and development based on previous academic articles and my own general understanding of how truly these strategic these concepts are or not. Learning training and development are human resource development activities and over time, two factors have influenced these concepts towards being part of the evolutional role of the formulating business strategy which are the centrality of information technology to business success and the sustainable competitive advantage offered by work force expertise (Swanson and Terraco 1995) Critical business issues from new marketing strategies to innovations in production technology are based on, among other factors, the performance capabilities of those expected to use these new work systems, this means that employee expertise itself has been expanded through effective programs of employee development. Therefore activities of human resource development in the work place such as learning training and development have truly been strategic by maintaining the pace with the increasingly sophisticated information and production technologies that continue to diffuse throughout vital industries of the world (swanson and terraco1994). The conceptualization of strategic human resource management as a management system which matches business concerns with human resource activities (Beer et al 1984;miles and snow 1984) have been referred to as a high performance work system(HPWS)(Bercker et al 1196) which is characterized by provision of employee development and training activities in with the business strategy(Aurthur 1994: Huselid 1995; Jackson and Schuler 1995;MacDuffie 1995) for example,selction, development and rewards involves the internal combination of procedures across the hr function. This shows the degree of emphases placed on the link between human resource activities and business need in relation to strategy (Baird and Meshoulam 1988; Lengnick-Hall and Lengnick-Hall 1988; Fisher 1989; Boxall 1992; Mabey and Iles 1993; Schuler 1992). Successful internal integration of HR activities results in organizational benefits (Becker et al. 1996). This essay of mine attempts to show the link among learning training and development as a strategy to organization. LEARNING DEVELOPMENT AND STRTEGY
Learning and development as an approach of strategy stands for how an organization make sure that the present and future learning and development activities support the achievements of its goals by improving skills and capabilities of individuals and teams.. it should be business directed, this means that it should be designed to help the attainment of business goals by promoting human capital management(Armstrong 2009). “Learning can be defined as a means by which a person acquire and develop new knowledge, skills, capabilities, behaviors and attitudes” Armstrong 2011 pg 664. Honey and Mumford noted explained learning happens when people show that they know they didn’t prior to the time they are now. The enhancement of capabilities previously had which leads to skills, knowledge and attitudes through a continual process that tends to prepare people for more responsibities in the future is...
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