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

RAIDÉN, A.B. 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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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: 13
Number: 1
Identifiers:
NumberType
10.1108/09696470610639130DOI
Rights: © 2006 Emerald Group Publishing Limited.
Divisions: Schools > Nottingham Business School
Depositing User: EPrints Services
Date Added: 09 Oct 2015 10:22
Last Modified: 09 Jun 2017 13:27
URI: http://irep.ntu.ac.uk/id/eprint/11827

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