Human Resource Management

Human Resource Management

Individual learning is a learning process which is individualized. It is formulated because of differences among learners and it is mainly used in the workplace or during training successors. Trainers usually consider some factors like the understanding ability, maturity, and the interest of the learners. The importance of individual learning is that take care of the differences of learners, learns are given freedom to work on their on their pace, It accommodated different learning styles, it is cheap, and finally learners have freedom on what to learn.

Organizational learning is a process in which individuals interact and learn with other members or group of organizations. Therefore, assisting each other in achieving goal and objectives of the organizations. Organizational cultures is beliefs and assumptions which determines how people will conduct themselves in an organization (Brester, 2017). Organizational culture are very important to every organization since it helps in creating a healthy competition in the organization whereby employees work hard to perform better than other workers thus earning promotions, it also helps to create direction for employees in the addition, organizational culture gives different organization different cultures thus making them be distinguished from other organizations.

Furthermore, it helps in giving employees equal treatments by setting for them a common platform. This makes employees feel equally important to the organization. Moreover, it creates good cohesion and relationship among employees thus creating a good working environment. Which helps in the formulation of the best team in the organization.

The main disclose the organizational learning and the organization culture is that is that some employees are not cooperative in the organizational learning but they follow the organizational culture. Organization culture is of great importance in an organization compared to the organization learning since the organizational create directions for the employees in the organization. In addition, many organization may use same organizational learning techniques but each organization have different organizational culture. The organizational culture distinguish one organization from the other

Leadership is an important pillar of every organization since it helps in the formulation of organizational culture and organization learning. Organizational culture and organization learning play an important role in the development of an organization. Leadership, culture, systems, evaluative inquiry and structures are some of the organizational learning mechanisms which are found in most organizations. Culture mechanism mainly influences how members of the organization will interact which each other. Systems and structures also affect the interaction of employees in the organization. The above stated organizational learning mechanisms affect the formation of organizational learning.

Many organization have distinct and well-elaborated goals but the employees of the organization may have different goals for the organization (Foster, 2014). The different goals among the employees may be the biggest challenge in the creation of organizational learning. Hence creating differences in the organization and thus making hard for the formulation of the organizational learning

In addition, different employees have different incentives. Incentives create division among the employees hence making it difficult for them to meet and discuss certain issues which are important to the organization. Thus making organization learning difficult for many companies.

Furthermore, many organizations face challenges in choosing which process to use to gain knowledge from the employees of the organization. Some organization may refer group discussion where some employees prefer individual learning thus creating some differences which hinder the formation of a good organizational learning.

Another essential point is that organizational learning is hindered by the amount of information which organization requires from the members. Finally, the organizational learning is also hindered by the turnout of the members of the organization. Low turnout of the members of the organization affects organizational learning since there will be no full participation of all members of the organization. Low turnout is caused by not creating appropriate time for each employee

For an organizational learning to work successfully good leadership must part of the organization. Good leadership helps to create a good working environment irrespective of the employee’s culture, objectives, mission and structure of the organization. Good leadership also helps to create good relationship among the employees hence making it easier for the creation of an organization learning which can be of great importance to the organization since employees are given equal opportunities and platform to express their ideas. Therefore good leadership can be able to counterfeit other organizational mechanisms which hinder organizational learning.

Organization norms and cultures are very important to every organization since they create a peaceful working environments example of good organization norms and cultures are transparent, integrity, respect among employees, and accountability. Lack of transparency in an organization create barriers and expose organization into some unnecessary risks this is because employees are not sharing ideas and information about how work is being done in the different department of the organization. Integrity is also a key norm in an organization. Integrity ensures the resource of the organization are properly used and utilized. Hence helps the creation of more profit to the organizations.


Foster, E. C. (2014). Human resource management. In Software Engineering (pp. 253-269). Apress, Berkeley, CA.

Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.

Brewster, C. (2017). The integration of human resource management and corporate strategy. In Policy and practice in European human resource management(pp. 22-35). Routledge.

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