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Why is organizing human resource development so problematic?Perspectives from the learning-network theory (Part I)

机译：为什么组织人力资源开发有这么多问题？学习网络理论的观点（第一部分）

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Purpose - Human resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation and added value. This study, which consists of two parts, aims to investigate the question of why this is the case. In this first part, the problem is stated and the backgrounds and basic tenets of learning-network theory are addressed. Design/methodology/approach - The paper first describes three approaches to organizing HRD, namely, as a training issue: customization by HRD practitioners; as a learning issue: didactic self-direction by employees; and as a strategic issue for employees and managers: micro-politics. The learning-network theory is then introduced as an integration of these three approaches. It presents a number of key organizational actors that organize four HRD processes, each operating strategically in their own way. Findings - Organizing HRD is mostly viewed as designing training courses and instruction sessions for employees; it is also predominantly understood as a tool of management. A network perspective on organizing HRD is better able to guide organizational actors than other approaches can. Originality/value - The study argues that organizing HRD needs to take into account learning experiences that employees can gain from participating in work and career development as well (besides formal training); moreover, that employees' HRD strategies are at least as important as those used by line managers and HR practitioners.
机译：目的-人力资源开发（HRD）是管理领域的重要领域。发展雇员通常被认为是改善内部劳动力市场和支持组织变革的工具。然而，就培训效果，参与者的积极性和附加值而言，为此目的组织人力资源开发通常是成问题的事情。这项研究由两部分组成，旨在调查为什么会出现这种情况。在第一部分中，阐述了问题，并论述了学习网络理论的背景和基本原则。设计/方法/方法-本文首先介绍了组织HRD的三种方法，即作为培训问题：HRD从业者进行定制；作为一个学习问题：员工的有说服力的自我指导；作为员工和管理人员的战略问题：微观政治。然后将学习网络理论作为这三种方法的集成进行介绍。它介绍了许多关键的组织角色，这些角色组织了四个HRD流程，每个流程以自己的方式进行战略性操作。调查结果-组织人力资源开发通常被认为是为员工设计培训课程和指导课程。它也主要被理解为管理工具。与其他方法相比，从网络角度组织HRD可以更好地指导组织参与者。原创性/价值-研究认为，组织人力资源开发需要考虑员工从参与工作和职业发展中可以获得的学习经验（除了正规培训）；此外，员工的人力资源开发策略至少与直线经理和人力资源从业人员使用的策略同样重要。

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