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TCS Public
AnnualProject Management Leadership Conference
QAI India
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Continuous learning process:
The Process of learning never ceases. It is an ability to learn to learn, learning
need not be a linear event where a learner goes to a formal learning program, gains
areas of knowledge and skills about the process, and then the learning ceases.
Organizations can establish structures and processes that cultivate continuous learning.
Based on the premise that continuous learning is driven by goal attainment, goal setting
Human Resource Management (HRM) practices should support continuous learning in
the workplace. For example, if a performance appraisal[5] reveals opportunities for
development, instruction may help to address it. If a firm uses individualized
development plans, the manager and the subordinate generate a list of personal,
professional, and developmental goals. The developmental goals may point directly to a
learning opportunity. Personal and professional goals may point to a deficiency which in
turn points to a learning opportunity. These common HRM practices can be used to
generate goals that involve continuous learning opportunities. The learning experiences
themselves should improve both the worker's self-efficacy and ability, which in turn
should improve his/her commitment to the performance goals. As a result, more and
more difficult goals can be achieved, which in turn feeds the self-efficacy of the worker.
Conclusion:
Organizations realize business results by continuously developing and training
their employees. The above discussed approaches provide ways and means of making
training and development programs effective. An effective training and development
program makes the employees committed to the organization and also makes them
productive and successful. Employees will in turn be motivated to have self-development
and will develop learning and sharing as a habit.
TCS Public
AnnualProject Management Leadership Conference
QAI India
10
REFERENCES
1. Donclark. (2001) “Big dogs HRD.”http://www.nwlink.com/~donclark/hrd
2. In F. Hesselbein, M. Goldsmith, & I. Somerville (Eds.), “Leading Beyond the Walls”, Jossey-
Banks, San Francisco, CA.
3.Demir Barlas,, “E-Learning poised for growth.”, E-business News, Wednesday, July 03, 2002
4. Fiedler, F.E. (1967), “A Theory of Leadership Effectiveness.”, New York, NY: McGraw-Hill.
5. Heneman R.L. (1992), “Merit pay: Linking pay increases to performance ratings”, PP 90-92
Reading, MA: Addison Wesley.
6.Tris Brown, President & CEO, Learning Solutions Alliance, “LSA Best Practices.”,
7. Zaccaro, S.J., & Klimoski, R.J. (2001). “The Nature of Organizational Leadership”, Chapter 1,
San Francisco, CA: Jossey-Bass.
Author Information:
Dwarakanath Padmanabhan:
Mechanical engineering graduate with 8years of work experience and work in Global
Engineering Development Centre, Tata Consultancy Services as IT Analyst. He works in
Engineering Analysis and has submitted papers in technical conference. He also
performs the role of Training coordinator and manages Training and Development
activities at the centre.
Mala M.:
Mala is the Quality Leader and Master Black Belt at Global Engineering Development
centre, TCS, Chennai, India. A Certified Software Quality Analyst (CSQA) and a certified
Project Management Professional (PMP), her interests include process and quality
improvement, and Six Sigma Quality. She has undergone Six Sigma Training for Black
Belt conducted by General Electric, India and mentored more than 400 Six Sigma
Projects for process and product improvement for customers. She has also been trained
by STT on SW-CMM and CMMi. She is an internal assessor for SW-CMM and CMMi
and an internal assessor for Tata Business Excellence Model. Mala received her
Bachelor of Engineering from College of Engineering, Guindy, Chennai and Master of
Technology from the Indian Institute of Technology, Chennai.
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