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Organisational learning: Some considerations for human resource practitioners

Australian National University, Australia

Brenda Scott-Ladd

Murdoch University, Australia, b.scott-ladd{at}murdoch.edu.au

In a business environment of rapid change, many organisations seek to embrace organisational learning strategies to harness the abilities of all members. This paper addresses some of the pitfalls organisations confront in implementing learning strategies, and discusses practical issues and strategies HR practitioners need to take into account. The importance of empowered and involved employees is commonly recognised, but not so the need to have boundaries, which shape a culture of learning and encourage experimentation, while protecting the individual and organisation from undue risk. Leadership behaviour, communication and rewards also need to be congruent if organisations want to foster a culture of sharing knowledge and experimentation that is sustainable.

Key Words: human resources • organisational learning • participation in decision-making

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