Learning Organisation (Blog 3)

Introduction to Learning Organization

Dr Senge Peter who created the term, described a learning organization as one ‘where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together’. It is to focus on collective problem-solving within an organization using team ‘learning’ whereby all the possible causes of a problem are considered in order to define more clearly those which can be dealt with and those which are insoluble (Senge, 1990).

Garvin (1993) defines a learning organization as one which is ‘skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights’. He believes that learning is an essential ingredient if organizations are to survive that management is responsible for creating an emotional climate in which all staff can learn continuously. Later, the concept of a learning organization, has been defined by Scarborough and Carter (2000) as one ‘that is able to discover what is effective by reframing its own experiences and learning from that process’

(Figure 1: Learning Organisation)

Principles of Learning Organization

Miller and Stewart (1999) propose the following key principles of the learning organization:

• Learning and business strategy are closely linked
• The organization consciously learns from business opportunities and threats
• Individuals, groups and the whole organization are not only learning but also learning how to learn
• Information systems and technology serve to support learning rather than control it;
• There are well-defined processes for defining, creating, capturing, sharing and acting on knowledge 

Creating and effectively leading a learning organization is at the heart of successful knowledge management in education. Dr Peter Senge (2006) describes five core disciplines or “component technologies” that are critical for building a learning organization:

(Figure 2: Five Disciplines)

1. Personal mastery - clarifying one's personal vision, focusing energy, and seeing reality.
2. Shared vision - transforming individual vision into a shared vision.
3. Mental models - unearthing internal pictures or models and understanding how they shape actions.
4. Team building/learning - suspending judgments and creating dialogue.
5. Systems thinking - fusing the four learning disciplines so the one sees the whole picture, rather than the parts

References

• Garvin, A. (1993) ‘Building a learning organization’, Harvard Business Review, July-August, pp. 78-91.

• Miller, R. and Stewart, J. (1999) ‘People Management’, Opened university, 5(12), pp. 42-46.

• Scarborough, H. and Carter, C. (2000) ‘Investigating Knowledge Management’, Chartered Institute of Personnel and Development, London.

• Senge, P. (1990) ‘The fifth discipline: The art and practice of the learning organization’, The new paradigm in business: Emerging strategies for leadership and organizational change, Doubleday, London.

• Senge, P. (2006) ‘The fifth discipline: The art and practice of the learning organization’. New York, NY: Bantam Doubleday Dell Publishing Group, Inc.

• Figure 1: Learning Organisation : [Online] Available at: https://www.healthcatalyst.com/enable-knowledge-management-in-healthcare [Accessed on: 25 August 2018]. 

• Figure 2: Figure 2: Five Disciplines : [Online] Available at: https://www.pinterest.com/pin/353462270738096421/ [Accessed on: 25 August 2018].

E - Recruitment (Blog 2)

Definition of E-Recruitment

E-Recruitment is a web based online recruitment methodology for the process of attracting, selecting and managing the recruitment in a company. Armstrong (2006) defined e-recruitment is an online recruitment uses web-based tools such as public internet site or its own intranet to recruit employees and the e-recruitment process is to attracting, screening and tracking applicants, selecting, and offering jobs or rejecting candidates.

E-Recruitment Process

The method of e-recruitment is getting more and more popular and companies develop their own websites and form corporation with online work boards. Top companies use social media and refer social accounts to analyze the behavior and skills of a candidate (Sharma, 2014). A research conducted by Neha Sharma (2014) on e-recruitment, there are range of e-recruitment options available to make recruitment process effective and the entire process is developing strategies to attract candidates and choosing the best candidates.

E-recruitment is the use of technology or the web based tools to assist the recruitment process whereby the online technology is used particularly websites as a means of assessing, interviewing, hiring personnel and  it is noticeable that E recruitment may include an element of job seekers seeking opportunities online (Dhamija, 2012). Furthermore Dharmaja says that, “Internet is a link between employers and job seekers which completely changed the role of the traditional way and revolutionized the complete recruiting process”. These major changes in the recruitment filed, besides having greatly improved the work methods, they have created new work tasks for the recruiter. Internet based employers provide cost effectiveness fewer but quality applicants than traditional recruiting employers and provides the access to passive job seeker and company image building ( Chapman and Webster, 2003).

Cappelli (2001) also stated that Internet had brought radical change to corporate recruiting and online recruiting leads to saving cost, wide open market, no geographical boundaries, speed up the process of tracking and has the potential to reach a larger audience. In his study on Internet recruiting, Cappelli examines different recruitment strategies where the e-recruiting process consists of three major steps: attracting, sorting, and contacting candidates.

Recruiting higher standard staff is fundamental to be a successful Organization and to maintain the position. By the use of internet, advertising for candidates has become cheaper while at the same time appealing to the wider audience and it course the e-recruitment become popular.

(Source: Institute for employment studies)

Advantages of E-Recruitment

• Reduced time - faster than traditional hiring methods and the recruiting cycle is speeded up at every stage from posting

• Reduced cost - Costs of posting jobs, searching for candidates, lower than the costs of using traditional search firms and advertising methods.

• Wide geographical coverage - the candidates can be hired from any part of the world

• Branding opportunity for employers - Employers can use their job ads to publish the company Image.

• Find correct candidate - Right people for the right job can be easily found through E-Recruitment, by matching the candidate’s CVs with the job profile

• Convenience - Employer can find the prospective candidates through their CVs attached online and similarly the candidates can search the employer through their job vacancy advertisement posted on the internet.

• Sophisticated management tools - job seekers similarly can track the progress of their application at every stage of the hiring process allowing both employers and job seekers to maintain their confidentiality.

Disadvantages of E-Recruitment

• Require being computer survey - As the search is based on various websites, their screening, keywords application demands for a computer survey person and company

• Legal consequences - recruitment sources should be aware of the words and meaning used in the advertisement.

• Non-serious applicants - the candidates are not checked thus whether they are serious is not known.

• Disclosure of information - Candidates profile and company details are available to public.

• Outdated job postings - Occasionally, human resource representatives fail to remove old postings for positions from the website that have been filled.

• Website malfunctions - Breakdown of company websites when attempting to submit documents. Some website layouts find difficult to navigate around the site. 

References:

• Armstrong, M. (2006) ‘A Handbook of Human Resource Management Practice’, 10th edn., London, Kogan Page, p. 420.

• Cappeli, P. (2001) ‘Making the most of online recruiting’, Harvard Business Review, Vol. 70(3), pp. 139-148.

• Chapman, S. and Webster, J. (2003) ‘The use of technologies in the recruiting, screening, and selection processes for job candidates’, International journal of selection and assessment, pp. 113-120.

• Dhamija, P. (2012) ‘E- recruitment: a Roadmap towards eHuman Resource Management’, Researchers World - International Refereed Journal of Arts Science & Commerce Research (RW-JASCR), pp. 33-39.

• Neha, S. (2014) ‘Recruitment Strategies: A power of E-Recruiting and Social Media’, International Journal of Core Engineering & Management, Vol. 1.

Introduction to Human Resource Management (Blog 1)

Human Resource Management

We can define Human Resource Management as a planned approach to manage people effectively and efficiently to perform the organisation's goals and objectives. It brings out the important values of trust, care, teamwork, encouragement and development to meet the principle of being a good employer and thereby motivating staff to give their best to achievements. The purpose of staff relationship is important to ensure the effective communication between management and staff union to secure maximum cooperation.

According to Armstrong (2006), Basically the terms of human resource management is a description of the processes involved in managing people in organizations and it is a strategic and coherent approach to the management of an organization. Employees are the people who individually and collectively contribute to the achievement of organisation.

Human resource management ensures the most effective and efficient use of human capabilities to accomplishing the goals of an organization, In order to utilize and manage the human resource of an organization in successfully to achieve organizational objectives (Tanuja, 2007).

People and Organisations

Humans are social beings who consciously or unconsciously are always in interaction with other people and they are continually planning, developing, and managing their relationship with others. From an early age people gain knowledge and experience on understanding each other and the way people behave in certain situations. However, dealing with people is probably the most difficult thing we will ever face and not a single person thinks, feels, sees, hears, tastes, understands and behaves the same way and every one of us unique with different set of morals, beliefs and values (Zorlu, 2009). People defined as the individuals who are filled with knowledge, experiences, capabilities, skills, creativity and innovativeness. These elements are connected and collectively contribute to success in work (Fida, 2009).

Organisations are depending on people and there can be no organization without people. Organisations are created with rules and resources and enacted by people. The nature of organisations is a result of people’s actions and organisation’s behavior reflects people’s psychological, cultural, political and social characteristics. People are the most important assets of an organization. HRM can be a useful function in building this people and organizational bond which sustaining the survival organisation . It is very important that organisations should see their employees as valuable assets (Zorlu, 2009).

Combination of People and organization is ensure an innovative approach and recognizes the value of employee inputs. This combination is strongly recommended to improve the workplace environment, communication and creation of shared value. It is essential to understand that People in Organisation is an important part of our daily lives (schools, universities, hospitals, places of worship, local government, etc.). 

Considering all above aspects,we can define the HRM as a useful function in building the bond between people and organization by sustaining inward investment in organisations and also it is not only to match the organisational needs, but also the values of its employees. The responsibility of the employment is mostly given to the HRM functions and it is a set of policies and procedures that regulate the relationship between the employee and the organisation.

References

• Armstrong, M. (2006) 'A Handbook of Human Resource Management Practice', 10th edn., London, Kogan Page, p. 3.

• Tanuja, A. (2007) 'Strategic Human Resource Management', 1^st edn., Oxford university press, pp. 2-3. [online] Available at: https://india.oup.com/product/strategic-human-resource-management-9780195683592 [Accessed on: 05 August 2018].

• Zorlu, S. (2009) 'Managing the Human Resource in the 21st Century', pp. 7-13. [online] Available at: https://bookboon.com/en/hrm-managing-the-human-ressource-ebook [Accessed on: 05 August 2018].

• Fida, A. (2009) 'Leveraging human capital and value creation by combining HRM and
  KM initiatives', International Journal of Learning and Intellectual Capital, vol. 6, pp. 202–213.