Search Results

There has been growing interest in the application of self-directed learning to the workplace. Because this emerging literature tends to be prescriptive, little is known about the types and occurrence of job-related self-directed learning. The exploratory research reported here investigated two basic associated issues: are there different types of vocationally oriented self-directed learning projects (VO SDLPs)? And what organisational or individual factors affect their occurrence? Fifty-six non-exempt employees from five organisations were interviewed to identify the VO SDLPs they had undertaken in the prior year. Using a grounded theory approach, three main kinds were detected: induced, synergistic, and voluntary. A model for understanding the occurrence of these VO SDLPs was developed and presented.

Published abstract reprinted by permission of the copyright owner.

An invited response to this article is indexed at TD/TNC 62.379. Show less

The Resource-Based View (R-BV) of strategy emphasizes the importance of core competencies as the critical basis for sustainable competitive advantage. Yet, discussions of strategy typically ignore the role of the human resource development (HRD) function in core competency development and management. The literature on strategic HRD is reviewed to locate the R-BV as a basis for redefining HRD’s role in organizational strategy. Three strategic roles for the HRD function in core competency management are proposed and discussed: participating in strategic planning, developing core competencies, and protecting them. Specific tasks for each role are proposed. The final section identifies needs for further research as well as the practical implications from this discussion.

Published abstract reprinted by permission of the copyright owner. Show less

[Human resource development’s] HRD’s traditional approach to competency focuses on superior individual performance. The concept of a core competency in the strategic literature, as reviewed here, considers it as an organizational capability that provides sustained competitive advantage. That model is examined and implications for HRD practice noted.

Published abstract reprinted by permission of the copyright owner. Show less