High level competence: a tool for coping with organizational change
ABSTRACT Purpose – The purpose of this paper is to find out and understand the different competence development needs of managers and their ways of learning. The examined managers work in middle management in Finnish information and communication technology sector (ICT) and paper business sector. Design/methodology/approach – The research was qualitative by nature and the used research method was focused interview. The research group included 15 managers from three ICT companies (the ICT managers worked in software development projects) and 15 managers from three paper companies (the paper companies in this research produce pulp, paper and paperboard). Also three directors from both sectors were interviewed. Findings – Changes in organizations force managers also to change. New demanding duties and technological development require continuous training and updating of knowledge. Business sector and previous career path of a manager direct his/her further training need. Managers were responsible themselves for updating their competence. Various learning practices existed. Research limitations/implications – Only two Finnish business sectors were included in this study and the target group was in the middle management level in organizations. Therefore the study is not comprehensive. Practical implications – Useful information concerning training needs of managers generally and specially in ICT and paper business sectors. Originality/value – Provides information concerning the role of competence in changing work environments.
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ABSTRACT: Purpose – The main aims of this paper are to determine the extent to which experienced traders in investment banks based in London are learning by informal methods, which methods are to the fore, and whether HRD staff are providing support for informal learning. It also seeks to find evidence that such investment banks were attempting to become learning organisations. Design/methodology/approach – Empirical research was conducted involving in-depth semi-structured interviews with experienced traders, line managers of traders, and HRD professionals involved in the training of traders in London based investment banks. Findings – Most of the ongoing learning conducted by traders was informal, and on-the-job in nature. This informal learning was ad hoc, poorly recorded, and limited in scope. Support of line managers to learning by their subordinate traders was patchy, with little accountability. HRD professionals were almost entirely concerned with organising formal training courses, and had little knowledge of, or involvement with, informal learning by traders. There was very little evidence of investment banks striving to become learning organisations. Research limitations/implications – The research study was limited to those investment banks willing to take part in the study, and by the banks selecting those to be interviewed. Practical implications – Investment banks have become a powerful component of the UK economy, and the ways in which their traders learn, or could learn, effectively in terms of competence improvement is key to the performance of these banks. Originality/value – Informal learning by traders in investment banks in the UK has been little researched to date. This paper addresses this inadequacy.Journal of European Industrial Training 01/2011; 35(2):154-175.
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ABSTRACT: This paper reviews what organization changes are required for better human resource development, especially in organizations in Malaysia. In order to gain a better understanding about the issue, this paper focuses the discussion on comparing and contrasting the organization change model based on the Burke-Litwin Model of Organizational Performance and Change from the United States of America, and applied in Malaysian organizations. This paper examines the challenge in adopting change models that are perceived as important in Malaysian organizations. The critical review is based on the Burke-Litwin Model as an assessment tool. This paper identifies the challenge Malaysia is facing in improving the human resource development process. Moreover, organizations change has become themajorsuccess factor in enhancing performance in organizations. To develop change and better performances, a few change models can be applied as a framework model in order to evaluate the skills and competencies of human resources. Oneof the factors that are proposed as a change agent to gauge improvement in organizations and produce the skills and competencies in carrying out tasks related to future human resources development include(1) consulting process and (2) transformational factors. However, organizations strive for performance needs to overcome challenges in organization environments, working climate, and culture to stimulate organization improvement. This paper contributes by advancing knowledge of human resources development, to a better understanding between organizational performance and change within the context of the Malaysian organizations. Additionally, this paper will give some insight to human resource experts in order to shape better training and development programs within organization. By examining the organization cultureand performance we conclude with suggested modification of the Burke-Litwin Model for use in Malaysia.International Journal of Human Resource Management and Research (IJHRMR). 06/2012; 2(2):36-52.
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ABSTRACT: Social media have enriched the communication profession with new and immediate ways of stakeholder interaction. Along with new possibilities also come challenges – as professionals are engaging in real-time conversations with their audiences on Facebook, Twitter, blogs and the like, they have to learn to mentally cope with an oversupply of possibly relevant information, with an invasion of work matters into the private domain and with changing work contents and structures. This paper proposes a measurement routed in the technostress and overload research to assess these challenges brought to communication workforces by social media. These data were collected in a quantitative survey among 2,579 marketing and communication professionals. Based on an exploratory factor analysis, we demonstrate that being literate in an age of social media encompasses not only knowing how to retrieve and process information appropriately in various social settings, but also – and maybe more importantly – to mentally cope with overload, invasion and uncertainty.Information Communication and Society 01/2012; · 0.70 Impact Factor