Beyond learning organization

Author: Jerry W. Gilley
Publisher:
Publish Date: 2003-01-01
Features: In the book Beyond Learning Organizations, Jerry W. Gilley and Ann Mekanic conducted their pioneering research in the field of human resource development—certainly, including studies of the trendy literature and practical applications—which led to the identification of a new field of study: developmental organizations. This type of organization is built on the following cognitive basis: the goals of the enterprise and individuals are inseparable. In a market filled with uncertainty, the best way for an organization to survive and thrive is to ensure that the full potential of every employee is unleashed. The developmental philosophy has profound implications for all aspects of the organization's operational philosophy and design. This includes: how personal, team, and organizational goals can be coordinated and unified what types of leadership are welcomed how initiative in training and learning can be evaluated how to clearly define the roles of managers, employees, and human resource experts Gilley and Mekanic carefully considered how to integrate cutting-edge human resource practices to promote continuous regeneration and growth of the organization, rather than just 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 and propose a comprehensive, rigorous theoretical framework to analyze the developmental capability of any company. They also propose a set of practical guidelines for building a corporate culture that can handle various competitive and strategic challenges, adapt to internal and external changes, and serve the company with