Professional Practice in Learning and Development: How to Design and Deliver Plans for the Workplace

Introduction The world is changing! It is volatile, uncertain, complex and ambiguous. As cliché as it may sound the evidence of such dynamism in the external environment is growing. Business-as-usual is more of the exception than the norm. Organizational change is the rule; be it to accommodate and adapt to change, or instigate and lead change. A constantly changing environment is a situation that all organizations have to live with. What makes some organizations however, able to thrive better than others? Many scholars and practitioners believe that this is due to the ability to learn. Therefore, this book on developing Learning and Development (L&D) professionals is timely as it explores and discusses trends and practices that impact organizations, the workforce and L&D professionals. Being able to learn and develop effectively is the cornerstone of motivation as it helps to address people’s need to be competent and to be autonomous (Deci & Ryan, 2002; Loon & Casimir, 2008; Ryan & Deci, 2000). L&D stimulates and empowers people to perform. Organizations that are better at learning at all levels; the individual, group and organizational level, will always have a better chance of surviving and performing. Given the new reality of a dynamic external environment and constant change, L&D professionals now play an even more important role in their organizations than ever before. However, L&D professionals themselves are not immune to the turbulent changes as their practices are also impacted. Therefore, the challenges that L&D professionals face are two-pronged. Firstly, in relation to helping and supporting their organization and its workforce in adapting to the change, whilst, secondly developing themselves effectively and efficiently so that they are able to be one-step ahead of the workforce that they are meant to help develop. These challenges are recognised by the CIPD, as they recently launched their new L&D qualification that has served as an inspiration for this book. L&D plays a crucial role at both strategic (e.g. organizational capability) and operational (e.g. delivery of training) levels. L&D professionals have moved from being reactive (e.g. following up action after performance appraisals) to being more proactive (e.g. shaping capability). L&D is increasingly viewed as a driver for organizational performance. The CIPD (2014) suggest that L&D is increasingly expected to not only take more responsibility but also accountability for building both individual and organizational knowledge and capability, and to nurture an organizational culture that prizes learning and development. This book is for L&D professionals. Nonetheless, it is also suited for those studying Human Resource Development HRD at intermediate level. The term ‘Human Resource Development’ (HRD) is more common in academia, and is largely synonymous with L&D (Stewart & Sambrook, 2012) Stewart (1998) defined HRD as ‘the practice of HRD is constituted by the deliberate, purposive and active interventions in the natural learning process. Such interventions can take many forms, most capable of categorising as education or training or development’ (p. 9). In fact, many parts of this book (e.g. Chapters 5 and 7) are appropriate for anyone who is involved in training and development. This may include a variety of individuals within the L&D community, such as line managers, professional trainers, training solutions vendors, instructional designers, external consultants and mentors (Mayo, 2004). The CIPD (2014) goes further as they argue that the role of L&D is broad and plays a significant role in Organizational Development (OD) and Talent Management (TM), as well as in Human Resource Management (HRM) in general. OD, TM, HRM and L&D are symbiotic in enabling the ‘people management function’ to provide organizations with the capabilities that they need.

Developing Professional Practice in L&D

The first theme of the book is ‘Directions’. This theme concerns the present and potential future expectations that L&D professionals may face in their practice. Chapter 1 is about ‘Developing professional practice in L&D’. In the first section, I discuss what is ‘professionalism’ and what it means for L&D professionals in terms of their development. In this chapter, I argue that expectations of L&D from senior management are growing. L&D professionals need to be able demonstrate ability to influence decision making by developing new competencies that enable them to provide senior management with new insight, which in turn increases L&D’s strategic credibility. In examining the diverse activities and tasks that L&D professionals currently, and may be expected to undertake in the future, four roles emerge; capacity and capability builders, boundary spanners, consultants and change agents. Capacity building primarily concerns creating space, time, and cultivating the right environment for the workforce to develop, which can be a challenge given how fire-fighting appears to be prevalent in many organizations today. Capability building involves enhancing knowledge, developing skills and competencies of the workforces, whilst boundary spanning involves networking and growing partnerships within and outside the organization. ‘Being a consultant’ is briefly touched upon as it is further discussed in Chapter 5, whilst the role of a change agent involves instigating and managing change. This chapter concludes with a discussion of twelve important knowledge, skill and capability areas that L&D professionals must develop to advance their practice.

Assessing variation in personal health service delivery and workplace smoking ban enforcement by local health departments

Thesis (Ph.D.)--University of Washington, 2016-08

Ensuring Mobile Device Security and Compliance at the Workplace

End users urgently request using mobile devices at their workplace. They know these devices from their private life and appreciate functionality and usability, and want to benefit from these advantages at work as well. Limitations and restrictions would not be accepted by them. On the contrary, companies are obliged to employ substantial organizational and technical measures to ensure data security and compliance when allowing to use mobile devices at the workplace. So far, only individual arrangements have been presented addressing single issues in ensuring data security and compliance. However, companies need to follow a comprehensive set of measures addressing all relevant aspects of data security and compliance in order to play it safe. Thus, in this paper at first technical architectures for using mobile devices in enterprise IT are reviewed. Thereafter a set of compliance rules is presented and, as major contribution, technical measures are explained that enable a company to integrate mobile devices into enterprise IT while still complying with these rules comprehensively. Depending on the company context, one or more of the technical architectures have to be chosen impacting the specific technical measures for compliance as elaborated in this paper. Altogether this paper, for the first time, correlates technical architectures for using mobile devices at the workplace with technical measures to assure data security and compliance according to a comprehensive set of rules.

O Contributo dos Sistemas de Informação para a Eficácia da Liderança e para a Mudança do Comportamento Organizacional

O presente trabalho debruça-se sobre os constructos da liderança e do comportamento de auto-eficácia da liderança nas organizações. Reflecte-se sobre a importância dos sistemas de informação no clima organizacional, com efeitos sobre a eficácia na liderança. Trata-se de uma perspetiva pertinente na conjuntura organizacional atual, dado que incide sobre valores patrimoniais intangíveis que, quando dinamizados, dão suporte à performance organizacional. A nossa preocupação central é a auto-eficácia. Através dela pretende-se melhorar a eficiência organizacional, porque minimiza prejuízos e desperdícios. Também se relaciona a eficácia com o desempenho da liderança organizacional e com o capital ‘confiança’. Dessa forma, os novos caminhos passam por auscultar a percepção dos colaboradores sobre a importância da cultura organizacional face ao desempenho e à eficácia de longo prazo na organização. Com a presente reflexão, evidencia-se que a espiritualidade no local de trabalho é um factor de apoio ao desenvolvimento holístico dos colaboradores. Fica sublinhado que é fundamental que os líderes tenham noção e consciência de “si” e dos seus papéis, e como estes se reflectem no seu comportamento quotidiano na organização. O estudo assenta num trabalho de campo, elaborado numa organização intensiva em informação e que presta serviços de consultoria e informática. Os resultados apurados tentam dizer que, globalmente, no estudo longitudinal das hetero-percepções dos gestores directos e indirectos, o gap cultural diminuiu em todas as dimensões relativas às competências dos papéis, sendo vital destacar o quadrante designado por Apoio. As hetero-percepções dos gestores directos demonstram que o menor gap cultural mantem-se no quadrante de Objectivos Racionais e Competir no modelo de CVF, caracterizado por uma cultura de mercado, e relacionado com a fase da Combinação no modelo de SECI (processos que fomentam os relacionamentos e intercâmbios informais – conversão do conhecimento explícito para o explícito). Enquanto que o maior gap cultural reside no quadrante Apoio e Colaborar no modelo CVF, relacionado com a fase da Socialização no modelo de SECI (processos que fomentam os relacionamentos e intercâmbios informais – conhecimento tácito para tácito). Como o gap cultural diminuiu em todas as dimensões, pode realçar uma melhoria das percepções do desempenho organizacional. Contudo, um resultado inesperado está associado ao quadrante Apoio com a cultura de clã, uma vez que são os gestores indirectos na empresa em estudo que fomentam esta cultura, e não os gestores directos, conforme seria desejável. Um resultado favorável para o estudo da auto-eficácia da liderança demonstra que as médias são mais elevadas para atributos de Gestão e Resolução de Problemas. Os resultados que não corresponderam às expectativas iniciais estão associados às médias baixas relativamente aos atributos Sociais/de Comunicação, o que pode ser uma debilidade porque seria desejável que a equipa de gestão tivesse maior sensibilidade perante os capitais sociais, emocionais e espirituais, os quais estão relacionados com estes atributos.

Exposure Assessment for Formaldehyde and Acetaldehyde in the Workplace

Personal exposure and possible cancer risk to formaldehyde and acetaldehyde were appraised in 8 work places at a university in Brazil. Levels of formaldehyde measured ranged from 22.5 to 161.5 g·m 3 and from 18.3 to 91.2 g·m 3 for acetaldehyde. The personal exposure, expressed as the potential dose in indoor air, was calculated to range from 129.8 to 930.4 g·day 1 (low exposure) and 183.9 to 1318.1 g·day 1 (medium exposure) for formaldehyde and 105.5 to 525.3 g·day 1 (low exposure) and 149.5 to 744.2 g·day 1 (medium exposure) for acetaldehyde. The indoor/outdoor ratio showed the existence of indoor sources of the compounds which were mainly in practical classes and research laboratories. The highest formaldehyde and acetaldehyde levels were found where chemical reagents were manipulated. Relating the levels found to the permissible limit given by the US OSHA showed there was no particular risk although some formaldehyde levels did exceed the lower exposure limit of the US agency NIOSH. Any cancer risk would be highest for female technicians and teaching researchers.

Assessing a Methodological Proposal for the Design, Creation and Evaluation of Learning Objects Oriented to Educators with Diverse Educational and Technological Competencies

This paper describes a methodological proposal for the design, creation and evaluation of Learning Objects (LOs). This study arises from the compilation and analysis of several LO design methodologies currently used in Ibero-America. This proposal, which has been named DICREVOA, defines five different phases: analysis, design (instructional and multimedia), implementation (LO and metadata), evaluation (from the perspective of both the producer and the consumer of the LO), and publishing. The methodology focuses not only on the teaching inexperienced, but also on those having a basic understanding of the technological and educational aspects related to LO design; therefore, the study emphasizes LO design activities centered around the Kolb cycle and the use of the ExeLearning tool in order to implement the LO core. Additionally, DICREVOA was used in a case study, which demonstrates how it provides a feasible mechanism for LO design and implementation within different contexts. Finally, DICREVOA, the case study to which it was applied, and the results obtained are presented

WORKPLACE HAPPINESS: ORGANIZATIONAL ROLE AND THE RELIABILITY OF SELF-REPORTING

Happier employees are more productive. Organizations across industry, no doubt, try to improve their employees’ happiness with the objective to achieve higher profitability and company value. While this issue has drawn increasing attention in high tech and other industries, little is known about the happiness of project management professionals. More research is needed to explore the current situation of workplace happiness of project management professionals and the driving factors behind it. This thesis explores the workplace happiness (subjective well-being) of project management professionals based on the exploratory statistical analysis of a survey 225 professionals in the state of Maryland, conducted in October 2014. The thesis applies Structural Equation Modeling and multiple regression analysis to the dataset and shows no significant impact of gender, age, work experience, and some other demographic traits on workplace happiness, also named well-being. Statistically significant factors for workplace happiness include: creating pleasant work environment, promoting open organization and well-managed team, and good organization to work for. With respect to the reliability of self-reporting, the study finds that the comprehensive appraisal tool designed by Happiness Works and New Economics Foundation can give a more reliable happiness evaluation. Two key factors, i.e. career perspectives and free to be self, can help alleviate the overconfidence of workplace happiness.

Women, workplace militancy and political subjectivity in Britain, 1968-1985

This thesis examines the experiences and political subjectivity of women who engaged in workplace protest in Britain between 1968 and 1985. The study covers a period that has been identified with the ‘zenith’ of trade-union militancy in British labour history. The women’s liberation movement also emerged in this period, which produced a shift in public debates about gender roles and relations in the home and the workplace. Women’s trade union membership increased dramatically and trade unions increasingly committed themselves to supporting ‘women’s issues’. Industrial disputes involving working-class women have frequently been cited as evidence of women’s growing participation in the labour movement. However, the voices and experiences of female workers who engaged in workplace protest remain largely unexplored. This thesis addresses this space through an original analysis of the 1968 sewing-machinists’ strike at Ford, Dagenham; the 1976 equal pay strike at Trico, Brentford; the 1972 Sexton shoe factory occupation in Fakenham, Norfolk; the 1981 Lee Jeans factory occupation in Greenock, Inverclyde and the 1984-1985 sewing-machinists’ strike at Ford Dagenham. Drawing upon a combination of oral history and written sources, this study contributes a fresh understanding of the relationship between feminism, workplace activism and trade unionism during the years 1968-1985. In every dispute considered in this thesis, women’s behaviour was perceived by observers as novel, ‘historic’ or extraordinary. But the women did not think of themselves as extraordinary, and rather understood their behaviour as a legitimate and justified response to their everyday experiences of gender and class antagonism. The industrial disputes analysed in this thesis show that women’s workplace militancy was not simply a direct response to women’s heightened presence in trade unions. The women involved in these disputes were more likely to understand their experiences of workplace activism as an expression of the economic, social and subjective value of their work. Whilst they did not adopt a feminist identity or associate their action with the WLM, they spoke about themselves and their motivations in a manner that emphasised feminist values of equality, autonomy and self-worth.

Passive smoking in the workplace : selected issues /

"May 1986."

Gender and diversity in the workplace : Introduction to the special issue

Research on gender and diversity has taken longer than usual to develop in Portuguese academia. Different explanations can be provided for the apparent lack of interest in these matters. Comparative cultural studies have depicted Portuguese culture as scoring high on femininity (Hofstede, 1991). «Femininity pertains to societies in which social gender roles overlap» (p. 82) and it may have an influence on people’s attitudes towards ‘the other’ and the role of men and women in the organisation, and in shaping the individual’s behaviour and attitudes towards equality and diversity. On the other hand, Portuguese society likes to portray itself as a homogenous society (Cabral-Cardoso, 2002). Taken together, these factors may partly explain why gender and diversity issues have failed to make it to the top of research agendas in Portuguese academia. The limited number of papers included in this special issue and focusing on the Portuguese context still reflects that state of affairs.