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

机译：为什么组织人力资源开发如此成问题？：学习网络理论的观点（第二部分）

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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 second part, two specific aspects of the learning-network theory are elaborated: multiple experiences in organizations forming the basis of employee learning and development, and different actor strategies for organizing HRD. Design/methodology/approach: The paper presents a conceptual framework to argue that one of the main reasons why organizing HRD is problematic lies in the limited and one-sided conceptualization of organizing HRD that is often used. 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. The paper proposes a network perspective on organizing HRD, which is better able to guide organizational actors than other approaches can, by taking into account a broader set of HRD practices and viewing employees (besides managers) as key stakeholders. 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）是管理中的重要领域。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。在第二部分中，阐述了学习网络理论的两个特定方面：组织中的多种经验构成了员工学习和发展的基础，以及组织人力资源开发的不同参与者策略。设计/方法/方法：本文提出了一个概念框架，认为组织HRD出现问题的主要原因之一在于经常使用的组织HRD的局限性和单方面的概念化。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。本文提出了有关组织人力资源开发的网络观点，通过考虑更广泛的人力资源开发实践并将员工（除管理人员）视为主要利益相关者，它比其他方法更能指导组织参与者。独创性/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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