Human resource development in construction organisations: an example of a 'chaordic' learning organisation?

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Raidén, A.B. ORCID: 0000-0001-7176-1139 and Dainty, A.R.J., 2006. Human resource development in construction organisations: an example of a 'chaordic' learning organisation? The Learning Organization, 13 (1), pp. 63-79.

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Official URL: http://dx.doi.org/10.1108/09696470610639130

Abstract

Purpose/ Methodology/Approach The concept of the Learning Organisation (LO) is associated with an advanced approach to Human Resource Development (HRD) characterised by an ethos of self-responsibility and self-development. The learning climate that this engenders is supported by temporary organisational structures responsive to environmental change. This paper presents case study research of the HRD strategy, policy and practice of a large UK-based construction contractor in relation to the concept of LO. Findings The analysis suggests that the organisational project-based structure and informal culture combine to form a ‘chaordic LO’. A ‘Chaordic enterprise’ comprises a complex organisation that operates in a non-linear dynamic environment. However, it appears that this approach has evolved unintentionally rather than as a result of targeted Strategic Human Resource Management (SHRM) policies, which in turn reflects a genuine commitment to advanced HRD. Originality/value of paper The findings render previous assertions that the industry fails to invest in its employees highly questionable. They suggest a need for further research to reveal how such approaches can be captured in replicate in the future.

Item Type:

Journal article

Publication Title:

The Learning Organization

Creators:

Raidén, A.B. and Dainty, A.R.J.

Publisher:

Emerald

Date:

2006

Volume:

Number: