Learning and Development
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
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