Discuss about the Business Psychology and Organisational Behaviour.
Mathis and Jackson (2010) say that human resources are an important part of an organisation which allows them to successfully compete in the marketplace. Management and development of the people in the organisation are an integral part of the work that is being done by the managers and the supervisors. In the words of Chopra (2012), considering the constantly changing business environment training and development is an indispensable function of the human resource management. Training and development of the employees allow them to acquire new skills, enhance their existing skills and contribute towards the organisational productivity and performance. Human resource development is a term that is used for describing an ‘integrated and holistic, conscious and proactive approach to changing work related knowledge and behaviour, using a range of learning strategies and techniques’ (Joy-Matthews, Megginson and Surtees, 2004). HRD is about the use of management training that enables individuals to learn and grow. Furthermore, the HRD can be closely allied with the strategy of the organisation as well as the change management. According to Bates (n.d.), a growing number of organisations are relying on the HRD to develop workforce comprising of individuals who are capable of operating effectively in a diverse cultural environments with the increasing complexity of the organisational structures. Wilson (2005) pointed out that a number of strategic pressures have lead to the increasing importance and the strategic role played by HRD. These factors include the accelerated rate of change in the business environment, the increased focus of the companies on the quality of the work and the globalisation of the business. In addition the increased need for organisations to be flexible and responsive, the ability to reflect the contribution of HRM in the organisation and the adoption of the new technologies has led to an increase in the role of HRD.
The main purpose of the HRM is to enhance the human potential, learning and high performance in the work related systems. In addition, Bates (n.d) says learning is a permanent change in the organisations therefore it is one of the primary processes through which the HRD achieves its objectives in the organisation. People in the organisation can learn from planned learning experiences or formal learning situations. Learning is also comprised of structured and unstructured learning which can be planned and spontaneous. Hyland (2005) in his work pointed out that new knowledge is not limited to processing the information, but it is about tapping on the insights and concepts that will allow the individuals to apply these information’s in practical situations. In addition the rate of improvement of the organisation can be limited by the rate at which the people in the organisation learn new things. This has lead to the development of the concept of the learning organisation. Pearn (2003) says learning and training programs are most likely to contribute to leave a lasting change and development wherein the content of the training and learning has a direct impact on the performance of the individuals.
Learning programs in the organisations are designed based on the learning principles. Learning is a process that occurs naturally at any time. Organisations of the learning programs are the responsibility of the organisation. It is the human resource management that is responsible for providing required resources and the environment that will allow the individuals to learn and grow (Hrcouncil.ca, 2016). A Human Resource developer that is responsible for organising the learning programs needs to ensure the following to effectively manage the program:
HR Developers have a wide range of responsibility that includes planning, developing, conducting and evaluating the learning, training and development programs. They are required to coordinate and conduct the learning session, conferences, training sessions and workshops. Overall, it has been determined that in order to be able to manage and coordinate the learning programs, HR developer is required for plans and develop programs post researching all the required materials, content and visual aids. In addition, they are required to develop assessment techniques that will allow them to evaluate the learning programs meant for staff training development (Michigan civil service commission n.d.). Jørgensen (2007) in his work indicated that there are a number of roles that need to be performed by the HR developers apart from supporting the individuals and development of the organisation. The roles include becoming strategic advisor on the HR related issues, designer and developer of the Human resource systems, being an organisational change consultant, work and organisational design consultant, facilitators, being an expert in the performance and career consulting. According to Carber and Cross (2013), the role of HRD developers in an organisation will depend on the size of the organisation, structure, industry as well as the business operations. This will require the organisation to configure their human resources functions differently. They indicated that the developers need to take a proactive role in the organisation and rather adopt a strategic business partnership approach apart from being a change agent. In addition the authors indicated that HR developers need to be experts in the following roles and functions:
Being a strategic partner requires these developers to formulate strategy and implement the strategy apart from facilitating the strategies. Being an employee advocate they need to understand and focus on meeting the learning and development needs of the employees. Apart from this the HR developers should be able to determine the future of the needs of the employees pertaining to learning and development.
Cummings and Worley (2009, p.2) in their work have defined organisational development as a ‘planned process of change in an organisation’s culture through the utilisation of behavioural science technology, research and theory’. A similar definition has been highlighted by McKenna (2000) as well. In addition, McKenna (2000) also pointed out that Organisational development (OD) involves a network of events that helps in increasing the ability of the employees of the organisation to be able to solve any problem in a creative manner, apart from assisting the organisation to adapt to the changes in the external business environment and management of the organisational culture. Ahmad, Gilkar and Darzi (2008) state that OD is a long term effort with the intent to improve the problem solving and renewal process in the organisation.
Root (2016) says the organisational development is about the use of the organisational resources to enhance the efficiency and expand the productivity of the organisation. OD is used for solving problems within the business or even to analyse a process that might have been affecting the efficiency of the organisation. However, most of the organisation tends to ignore the implementation of organisational development as it requirements investment of time as well as money. He highlighted the importance of OD in the organisation indicating that it helps in the identification of the areas in the organisation that needs change. Change management involves organisational development as lack of the same can lead to ineffective change management programs. Apart from this, OD is an essential tool for the planning and management of the corporate growth as it links the consumer demand and the sales projection. It helps in increasing the efficiency and the accuracy of the process in the organisation.
Kondalkar (2009) says, in organisational development, there is a reciprocal impact between the strategy, culture, structure and process wherein each of these elements influence each other. In addition, it is important for an organisation to a learning organisation wherein there is unending development. The culture of the company also plays a vital role in the organisational development. Jain (2005) in his book indicated that the current practice of the organisational development appears to have moved its focus from the interventions that are directed at the informational components to direct formal components.
Jørgensen (2007) pointed out that continuous improvement in the organisation required the involvement of skilled and motivated employees, which reflects the important role of HRD developers in the organisation. Researchers have been able to ascertain that the HRD has the potential to contribute to the organisational change. Apart from OD, the role of HRD cannot be understated in the training and development of the employees. Rani and Khan (2014) pointed out that HRD is required by every organisation that is focused on stabilisation of the organisation, growth, diversification, renewing itself, improvement of the systems and services, adoption of change and develop effective leadership roles. In their study, the authors pointed out that the HRD system is essential for every organisation which is focused on globalisation, competition, and liberalisation. HRD systems allow the organisation to achieve the targeted goals of the organisation as well as the employees.
Stanford (2011) in her articles pointed out the need for growing recognition that needs to be placed on the relation between the organisational development and human resources Often OD and HR is considered as one unit as people in these departments possess similar skills of consulting and technical areas. OD is considered at the heart of the HR. Human resource development is about the improvement in the skills, knowledge apart from the value of the employees in the organisation. HRD is considered as the main responsibility of the human resources department and managers. On the other hand, organisational development is pertaining to the changes that are needed in the organisation to achieve the futuristic goals of the company. Organisational development has a strong impact on the employees and their performance, therefore the role of the HRD can be considered as the change facilitators as they provide the learning and development opportunity for the employees. OD and HRD are considered to be closely related since both these concepts are intended towards planned interventions that are ultimately focused on bringing out changes in the employee behaviour. While, the link between OD and HRD is human process based as well as pertaining to the techno structural intervention, it would be difficult for the organisation to introduce any changes under OD without the use of HRD process and learning programs (Werner and DeSimone, 2009). Wilson (2005) pointed out that in today’s business environment, HRD is required not only to support the business strategies and strategic vision of the organisation, but is required to play a pivotal role in shaping the strategy and implementing the required changes (OD) for sustaining the organisational competitive advantage. In addition, it needs to contribute towards the higher competency of the employees to meet the performance requirement of the organisation.
Bhatia (2008) stressed that there is a strong relation between HR and business goals, hence HRD has direct influence on the organisation performance. This is mainly due to the vital role of the human resources in the success and growth of the organisation. Gupta and Gupta (2008) pointed out that HRD plays a very important role in the learning and development of the employees. This creates immense opportunities for the employees, which help in minimising the performance gaps. Human Resource development is about the development of an employee through the learning process, while organisation development is focused on providing a proper environment via organisational behaviours. Gupta and Gupta (2008) indicated that there is a positive relationship between organisational effectiveness and the HRD. HRD ensures that the employees have all the required skills to perform their job with effectiveness which leads to higher productivity. Nadler and Nadler (1990) pointed out that HRD enables the individuals to perform in their current and future job roles effectively. OD on the other hand also evolved to enhance the effectiveness as well as the quality of the work life in an organisation. OD and HRD are used by the companies to achieve higher effectiveness apart from improving the quality of the work and higher productivity.
Garcarz, Chambers & Ellis (2003) have defined learning organisation as the organisation that continuously expanding its operations and capacity to be able to create its future. In addition, they also focus on expanding the capacity of the people and encouraging innovation. They indicated that learning organisation is about facilitating the learning in all its members and transforming itself. A Learning organisation is found in a changing business environment to meet the requirements of the customers. On the other hand, Gupta (2008) says the learning organisations are those organisations that have all their process and systems in place and these can be used for enhancing their capabilities of the people who work for them to achieve their objectives. In addition, the author pointed out that the learning organisations are highly adaptable to the external environment, continually work on enhancing their capability to adapt and change apart from encouraging individual learning.
Earlier, the learning organisation has been defined as the organisation that is consciously managing its learning processes at team, individual and organisational levels to achieve its values, vision and strategic aims (The Economist Intelligence Unit, 2000). For an organisation to be successful in the competitive business environment, they need to become learning organisations. A Learning organisation is about continuous testing of the experiences and the transformation of these experiences into knowledge that can be used by the organisation at its core purpose. Citing the work of Richard Karash, the learning organisation is understood as an organisation in which all the people at different levels and collectively are increasing their ability to produce higher productivity (Sinha & Sinha, 2009).
Cooper (1995) in his journal presented criticism pertaining to the learning organisation and indicated that the concept of a learning organisation is badly flawed as it involves a political assumption. This suggests that the organisation tends to neglect the political behaviour and activity that might be prevalent or encountered in the learning organisation. While learning organisation claim for an empowerment of the employees and managers, reality reflect that the managers at the apex positions in the organisation have enhanced access. The learning organisation has been explained from the perspective of the manager’s whereas less emphasis has been placed in the interest of the employees. A similar view has been expressed by Kerka (1995) as he indicated that any organisation can be learning organisation if it possesses basic characteristics, able to provide continuous learning opportunities and use these learning to achieve its business goals. However the author indicated that learning organisation is a myth since there is lack of theatrical framework associated with the learning organisation. The authors stated that there is no such thing as learning organisation, but it is about seeing the world and changing and interdependent. Mitleton-Kelly (2003) expressed opinion that support the concept of learning organisation and indicates that an organisation is able to change and behaviour as well as the mindsets of the people through the experiences. This is mainly evident in the cases wherein the organisations have failed to acknowledge the truth and repeated dysfunctional behaviour repeatedly. A learning organisation is about creating learning environments that promote and encourage learning and leadership at all the levels in the organisation.
Transforming an organisation into a learning organisation requires organisation to implement an extensive cultural change. A learning organisation is not limited to training, but is about development of skills and utilisation of the developed skills, knowledge and their acquired abilities to deliver optimum performance (Garcarz, Chambers & Ellis, 2003). Rozen (2016) on the other hand indicated that learning organisation are developed as a result of the increased pressure that is faced by the modern organisations and the same enabling them to redefine its capabilities to remain competitive in the business environment.
Coetzee (2007) says formative assessments are designed to support the learning and development processes in the organisation. It is directed towards planning the future learning need of the individuals apart from diagnosing the strength and weaknesses of the learners. In the formative assessment, learner is provided with constant feedback on their progress and determines the learner’s readiness to go through the summative assessment. The formative assessment has a developmental nature. On the other, summative assignment occurs at the end of the learning programs wherein the HR developer can determine the competence of the learner and their readiness to take over higher job roles. It helps in determining if the learner has been able to achieve the objectives of the learning program. Gravells (2015) expressed supporting opinion and indicates that formative assessment is an ongoing process, whereas summative assessment at the end of the learning programs. Harlen (2007) pointed out that there is no distinction between formative and summative assessment, however they serve different purposes. In addition, formative assessment is a continuous and repeated process in which the information from an ongoing process or activity is used for determining the next learning concepts. Marzano (2011) pointed out that formative assessment is not specific types of assessment but it is a process. The main differences between formative and summative assignment is evident in the manner the information is utilised. Tuttle (2014) has provided a clearer definition of formative assessment and indicated that it is an assessment that is intended to generate feedback focused on improving and accelerating the learning in the organisation. Maki (2010) talks about the learning rubrics and states that is used for recording the performance and development of an individual. Scoring is used in individual learning courses to promote learning as integrative rather than aggregating the experiences of learning. Scoring allows the learning to observe the learning as a process rather than a task.
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