Learning culture, line manager and HR professional practice
Abstract
Purpose
This paper aims to focus on the role of line management and learning culture in the development of professional practice for the human resource (HR) practitioner.
Design/methodology/approach
Three‐year longitudinal, matched‐pair study involving five participants and their line managers.
Findings
Two of the five participants experienced greater career growth and professional development, due to various factors; the roles of line management and learning culture.
Research limitations/implications
Limitations are the nature of the research and small numbers in the study. This paper considers only two of the five categories that emerged and does not include the quantitative data findings.
Practical implications
Greater attention needs to be given to informal learning processes and knowledge‐sharing activities in organisations.
Originality/value
Due to a number of constraints, the longitudinal method used in this research is rare. There are significant benefits to gathering data over a period of time to capture different perspectives of practice and provide deeper understanding.
Keywords
Citation
Harrison, P. (2011), "Learning culture, line manager and HR professional practice", Journal of European Industrial Training, Vol. 35 No. 9, pp. 914-928. https://doi.org/10.1108/03090591111185583
Publisher
:Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited