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. The purpose of his paper is to present case study research of the HRD strategy, policy and practice of a large UK‐based construction contractor in relation to the concept of LO.
Empirical data for the examination of the “chaordic” LO were drawn from recent doctoral research that investigated a large UK‐based construction contractor's strategic human resource management practices.
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.
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.
Raidén, A. and Dainty, A. (2006), "Human resource development in construction organisations: An example of a “chaordic” learning organisation?", The Learning Organization, Vol. 13 No. 1, pp. 63-79. https://doi.org/10.1108/09696470610639130Download as .RIS
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