Beyond learning organizations

Author: Jerry W. Gilley, Ann Mekinick (USA)
Publisher:
Publish Date: 2003-01-01
Features: In the book Beyond Learning Organizations, Jerry W. Gilley and Ann Mekinick conducted pioneering research in the field of human resource development—of course, including studies on the trendy literature and practical applications—thus defining a new research field: developmental organizations. This type of organization is built on the following cognitive basis: the goals of the enterprise and individuals are inseparable, and in a market full of certainty, the best way for an organization to survive and thrive is to ensure that the full potential of every employee can be fully unleashed. The developmental philosophy has profound implications for various aspects of the organization's business philosophy and design. This includes: how to coordinate and unify individual, team, and organizational goals; what types of leadership are welcomed; how to evaluate initiative in training and learning; how to clarify the respective roles of managers, employees, and human resource experts. Gilley and Mekinick have carefully considered how to integrate the newest human resource practices to promote the continuous regeneration and growth of the organization, rather than just achieving short-term gains. These practices include recruitment, planning, career design, performance management, job design, as well as compensation and bonus systems. They advocate a fundamental reevaluation of the functions of human resources, propose a comprehensive and rigorous theoretical framework to analyze the developmental capacity of any company, and propose a set of practical guidelines for building a corporate culture that can cope with various competitive and strategic challenges, adapt to various internal and external changes, and provide the enterprise with