Chapter 11 - Case study: The role of HR in re-engineering and
change at Siemens Rolm, Textbook page 277
Answers to case study questions in textbook, page 277
1. How can HR practices help Siemens Rolm become a learning
organisation?
A learning organisation is an organisation in which everyone is engaged in
identifying and solving problems, enabling the organisation to continuously
experiment, improve on and increase its capability. This approach involves
a shift in an organisational paradigm because employees are expected to
continuously learn as they produce - something essential for Siemens
Rolm. Learning can occur on at least three different levels: 1)single-loop
learning which emphasises the identification of problems and then taking
corrective action; 2) double-loop learning which stresses the
understanding of basic assumptions and core values that led to a
particular problem, and a willingness to change them; and 3)
deuterolearning (learning to be a better learner) which is directed at the
learning process by improving the way in which the organisation performs
single- and double-loop learning; the proof of deuterolearning is in the
demonstrable improvement in learning pay-off for equal effort.
Researchers and practitioners have an array of notions of what fosters
learning in organisations. They have identified at least five different
organisational dimensions of a learning organisation: structure,
information systems, HRM practices, organisational culture and
leadership. Since the focus of the first question of the case study is on
HRM practices, we will look more closely at this factor. A number of
human resource management practices are necessary to support a
learning organisation. For example, as indicated in the case study,
performance appraisal and reward systems that reinforce long-term
performance and the development and sharing of new skills and
knowledge are particularly important.
In addition, the HRD function in a learning organisation may be radically
changed to keep the emphasis on continuous learning. In a learning
organisation, every employee must take the responsibility for acquiring
and transferring knowledge. Formal training programmes, developed in
advance and delivered according to a preset schedule are insufficient to
address shifting training needs and encourage timely information sharing.
Instead, HRD professionals must become learning facilitators. Their role
should be to assist, consult and advise teams on how best to approach
learning. They must be able to develop new mechanisms for cross-training
peer-team members and new systems for capturing and sharing
information. To this end, HRD professionals must be able to think
1
change at Siemens Rolm, Textbook page 277
Answers to case study questions in textbook, page 277
1. How can HR practices help Siemens Rolm become a learning
organisation?
A learning organisation is an organisation in which everyone is engaged in
identifying and solving problems, enabling the organisation to continuously
experiment, improve on and increase its capability. This approach involves
a shift in an organisational paradigm because employees are expected to
continuously learn as they produce - something essential for Siemens
Rolm. Learning can occur on at least three different levels: 1)single-loop
learning which emphasises the identification of problems and then taking
corrective action; 2) double-loop learning which stresses the
understanding of basic assumptions and core values that led to a
particular problem, and a willingness to change them; and 3)
deuterolearning (learning to be a better learner) which is directed at the
learning process by improving the way in which the organisation performs
single- and double-loop learning; the proof of deuterolearning is in the
demonstrable improvement in learning pay-off for equal effort.
Researchers and practitioners have an array of notions of what fosters
learning in organisations. They have identified at least five different
organisational dimensions of a learning organisation: structure,
information systems, HRM practices, organisational culture and
leadership. Since the focus of the first question of the case study is on
HRM practices, we will look more closely at this factor. A number of
human resource management practices are necessary to support a
learning organisation. For example, as indicated in the case study,
performance appraisal and reward systems that reinforce long-term
performance and the development and sharing of new skills and
knowledge are particularly important.
In addition, the HRD function in a learning organisation may be radically
changed to keep the emphasis on continuous learning. In a learning
organisation, every employee must take the responsibility for acquiring
and transferring knowledge. Formal training programmes, developed in
advance and delivered according to a preset schedule are insufficient to
address shifting training needs and encourage timely information sharing.
Instead, HRD professionals must become learning facilitators. Their role
should be to assist, consult and advise teams on how best to approach
learning. They must be able to develop new mechanisms for cross-training
peer-team members and new systems for capturing and sharing
information. To this end, HRD professionals must be able to think
1
