Course Title: Strategic Human Resource Development (SHRD) (MGT-503)

Chapter 2: Paradigms of HRD

Chapter Objectives

C HAPT E R O U T L I N E (cover pages 127-148)

•Overview of HRD Paradigms
•Philosophical Views of Learning and Performance
•Learning Paradigm of HRD
•Performance Paradigm of HRD
•Reconciling the Two Paradigms
•Conclusion
Paradigm of HRD

A paradigm is defined as a “coherent(proven)

tradition of scientific research”.

Paradigms represent fundamentally different

views of human resource development, including
its goals and aims, values, and guidelines for
practice.
OVERVIEW OF HRD PARADIGMS

HRD into two paradigms:

1. Learning paradigm and

2. Performance paradigm.
What is Learning?

1. “a persisting change in human performance or performance

potential . . . (brought) about as a result of the learner’s interaction with
the environment” (Driscoll, 1994, pp. 8-9).

2. “the relatively permanent change in a person’s knowledge or behavior

due to experience” (Mayer, 1982, p. 1040).

3. “an enduring change in behavior, or in the capacity to behave in a given

fashion, which results from practice or other forms of experience” (Shuell,
1986, p. 412).
Learning is all about….
A change in behavior as a result of experience or practice.
The acquisition of knowledge.
Knowledge gained through study.
To gain knowledge of, or skill in, something through study, teaching,
instruction or experience.
The process of gaining knowledge.
A process by which behavior is changed, shaped or controlled.
The individual process of constructing understanding based on
experience from a wide range of sources.
LEARNING PARADIGM OF HRD

Definition of the Learning Paradigm:

Watkins (1995) offers a useful definition of the learning paradigm of HRD:
“HRD is the field of study and practice responsible for the fostering of a long
term work-related learning capacity at the individual, group, and
organizational level of organizations” (p. 2).

Enhance individual capacity to learn

Help groups overcome barriers to learning
Help organisation create a culture which promote learning
LEARNING PARADIGM OF HRD
(Core Theoretical Assumptions of the Learning Paradigm)

Assumption 1: Individual education, growth, learning and development are inherently

good for the individual.

Assumption 2: People should be valued for their intrinsic worth as people, not just as
resources to achieve an outcome.

Assumption 3: Individual should control their own learning process.

Assumption 4: The primary outcome of HRD is learning and development.

Assumption 5: Organizations are best advanced by having fully developed individuals

PHILOSOPHICAL VIEWS OF LEARNING

Three Views of Learning:

1. Learning as a Humanistic Endeavor (as increase human potential,
become self actualized)

2. Learning as a Value-Neutral Transmission of Information (learning is

seen as to solve the problem and transfer information effectively)

3. Learning as a Tool for Societal Oppression (for domination in society,

communist to control people, negative nature of learning)
What is Performance?

Performance is completion of a task with application of knowledge,

skills and abilities.
Actions or behaviors relevant to organization’s goals; can be measured
in terms of each individual proficiency
Training increases probability of learning, and learning increases
probability of better job performance.
Performance is something tangible that can be measured.
Whilst learning is about honing our skills, and mastering new ones
PERFORMANCE PARADIGM OF HRD

Definition of the Performance Paradigm:

The performance paradigm of HRD holds that the purpose of HRD is to
advance the mission of the performance system that sponsors the HRD
efforts by improving the capabilities of individuals working in the system
and improving the systems in which they perform their work.
PERFORMANCE PARADIGM OF HRD
(Core Theoretical Assumptions of the Performance Paradigm)
Assumption 1: Performance systems must perform to survive and prosper.
Assumption 2: The ultimate purpose of HRD is to improve performance of the
system in which it is embedded and which provides the resources to support it.
Assumption 3: The primary outcome of HRD is not just learning but also
performance.
Assumption 4: Human potential in organizations must be nurtured,
respected, and developed.
Assumption 5: HRD must enhance current performance and build capacity
for future performance effectiveness in order to create sustainable high
performance.
PHILOSOPHICAL VIEWS OF PERFORMANCE

1. Performance as a Natural Outcome of Human Activity (to praise, to

win, to enjoy as natural outcome)

2. Performance as Necessary for Economic Activity (to earn, to

livelihood, to develop society)

3. Performance as an Instrument of Organizational Oppression (control

and dehumanization, threating and abusive )
OVERVIEW OF HRD PARADIGMS

OVERVIEW OF HRD PARADIGMS

OVERVIEW OF HRD PARADIGMS
Major Theories of Learning

 Behaviorism- the role of environmental factors in influencing behavior

Cognitivism- the role of senses, experience, intuition help in learning

Humanism - Learning comes about as a result of observation

Social Learning – Learning is ability of people to watch others and determine behaviors
and the related consequence

Constructivism – An approach to learning that holds that people actively construct or

make their own knowledge and that reality is determined by the experiences of the
learner