An Exploration of Various Learning Styles and Their Impact on Performance

The provided content discusses the importance of learning styles in the workplace, specifically at Audi's company. The report highlights various learning styles used by employees to improve their performance and achieve organizational goals. It also mentions training programs focused on individual performance improvement and corporate presence. The references section provides a list of journal articles, books, and online sources that support the concept of learning styles and their impact on workplace performance.

HUMAN RESOURCE
DEVELOPMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Different learning styles...................................................................................................1
1.2 Role of learning curve and importance of transferring learning......................................3
1.3 Contribution of learning styles and theories.....................................................................4
TASK 2............................................................................................................................................4
2.1 Training needs at different levels within Audi.................................................................4
2.2 Methods of training..........................................................................................................5
TASK 3............................................................................................................................................6
2.3 Systematic approach to training.......................................................................................6
TASK 4............................................................................................................................................7
3.1 & 3.2 Tools and techniques for evaluation.......................................................................7
3.3 Success of evaluation method..........................................................................................8
4.1 Role of government in training, development and lifelong learning................................9
4.2 Competency movement made an impact on both the public and private sector..............9
4.3 Assessing initiatives impacting organization.................................................................10
CONCLUSION..............................................................................................................................10
REFERENCES..............................................................................................................................11
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LIST OF FIGURES
Figure 1: Kolb learning Style..........................................................................................................2
Figure 2: Learning Curve.................................................................................................................3
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INTRODUCTION
Human Resource Development (HRD) is a structure which helps employees to develop
their individual and organizational skills, abilities and knowledge. HRD also includes training of
new and existing employee, their career development, performance management, coaching,
mentoring etc. To understand the need of HRD in business enterprise, the present report is
prepared based on Audi. It is a German car manufacturer company and it is making its presence
in luxury automobile sector by their innovative designs and engineering. This present report is
based on understanding various learning styles theory and how these theories are used in the
organization to transfer learning. Further, it also focuses on training needs at various levels
within corporate and explains strategies for development.
TASK 1
1.1 Different learning styles
Employees working at Audi are from different background and geographical areas; this
indicates that their understanding aspect is different. This also reflects that, they react differently
for a particular situation. Some learning styles are explained below:
Kolb's learning style:-
David Kolb is the founder of this theory which states that individuals usually follow four
different learning styles which revolve around learning cycle and it includes 4 major stages. Diverging style- Under this, employees watch and observe other personnel within
corporate that how they are performing task so that same can be done by them as well
(Kolb and Kolb, 2005). It is an individual focused learning style where employees are
good in artistic and brain works. Assimilating style- Employees who follows these skills have pure and conceptual
knowledge of every task and duties. These individuals are excellent in innovating and in
doing scientific research.
 Accommodating styles- This style within Audi is used by manpower that follows more of
their inner feelings as compared with practical reasoning. They believe on their intuitions
instead of logical explanation.
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Figure 1: Kolb learning Style
(Source: Prasad, 2009)
 Converging style- This style focuses on practical skills within mentioned company rather
than centralizing on individuals and the concepts (Pashler and et.al., 2008).
Honey and Mumford's Style:-
Learning cycle of this theory is as follows: Activist style- This style is followed by those employees who want to experience new
things in their working life. Theorist style- Under this style, workers within Audi develops new theories by their
experiments and innovations. Reflectors style- These individuals are quite cautious and they gather knowledge from
varied sources to make effective decision and conclusion (Schmeck, 2013).
 Pragmatics style- Under this, employee's tries to develop new theories by their own
creativity. They take new challenges and try to overcome by rendering them possible
solutions.
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Moreover, Audi can have an induction program for their new human resource so that;
they have a specific knowledge regarding corporate rules and regulations, holiday’s arrangement,
sickness and various others. These are usually taught by HR manager of Audi so that, new
candidate can understand these regulations easily and follow them seriously.
1.2 Role of learning curve and importance of transferring learning
Learning curve is defined as a graph which shows the time spent on learning against the
actual outcome which individuals have generated. This curve helps in measuring employee's
ability to complete a particular task or duty within cited company. By understanding learning
curve, Audi can implement an effective induction training program (Argote, 2012). Role of
learning curve is as given:
 Learning curve shows increase or decrease in performance of employee's in respect to
their experience.
 It is considered as a tool for measuring training program as it thoroughly shows track
record of individuals
 This curve also assists corporate to identify individual’s progress and helps in
formulating educational policy for their workers.
 Learning curve helps the mentioned company to set incentive rate schemes for their
employees.
Figure 2: Learning Curve
(Source: The Learning Curve. 2007)
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Transfer of learning means transferring the latest learned information by the organization
to their employees in order to use in a situation whenever it is so required. These techniques are
visualized by HR during training session. Some of the basic points for transferring learning are: Adding Value- The core objective of this learning session is to add value and qualities to
the automobile industry. Hence, if no learning is transferred than no value will be added.
 Utilizing fund- Training and development session requires sufficient amount of funding
(Quek, 2005). However, if learning is not transferred to the organization than money so
invested will be a waste for the corporate.
1.3 Contribution of learning styles and theories
The objective of training in the mentioned company helps employees to improve their
performance in their workplace. Further, practical knowledge of different styles and theories will
help Audi in proper functioning of their employees who will help the organization to achieve
their goals and objectives. As stated above, corporate have different employees who belong from
different background. For instance, if organization with their 5 talented engineers focuses on
preparing a new car then, the perception to design a particular layout will be different. Moreover,
their functions will simultaneously differ from each other as they might have different Kolb's
learning styles, namely diverging, assimilating, accommodating and converging styles (Cope,
2011). Furthermore, organization will prepare a learning curve graphically, which will show the
effectiveness of engineers.
TASK 2
2.1 Training needs at different levels within Audi
Training need is not same for all the employee's as these individuals have different
responsibilities at various levels. Audi consists of following department in their business
corporate: Finance department- Audi being the bestselling luxury automobiles in the world is
having large revenue and profits. For perfect calculation and preparation of annual
accounts, Audi requires talented and multi skilled employees . For new human resource ,
organization have to provide effective training to let them understand what software for
calculation of salary and other incentives business is following. New candidate and
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exsiting employees should be aware of organization goal as the business have a brand
image whole over the world (Wallace and Kosmala‐Anderson, 2007). Marketing department- Manager within cited company have to provide effective training
to their manpower so that, in coming period they can become an effective leader and will
be able to accept responsibilities. Moreover, they should be given training in that manner
so that they can take effective decisions for the management.
 Production department- Main aim of Audi is to produce luxurious cars for their large
customers base. They are focusing in indulging new hi tech facilities within car so that,
customers can be more satisfied . Organization have to give training to their existing
engineers so that, they can be easily abide by the code of conduct and play their functions
more effectively and efficiently.
2.2 Methods of training
Audi chooses training methods according to their budget and requirement of training
business organization (Edgar and Geare, 2005). These training help manpower to achieve
individual as well as organizational goals. These are basically bifurcated in two broad categories:
On the job methods: Job rotation- Job rotation help employees to have a sense of different responsibilities as
it related with shifting of an individual from one job to the another after a certain period. Experience- Experience is achieved by individual by learning or performing a particular
task within the cited company. This is the oldest on the job method but it is treated as
very time consuming and inefficient.
 Coaching- In coaching method, superior acts as a guider for new employee where he
focuses on critical aspect and evaluate minor mistakes so that, their employee reach to a
perfection level (Liu and et.al., 2007).
Off the Job methods: Lecture method- Under this training method, new joining at Audi or existing manpower
who need upgradation are placed in a class room where a instructor gives lecture on a
particular topic. This method have the advantage of conducting a training session of large
number of individuals.
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 Case study method- This is considered as a practical based training at Audi where
trainees are given a particular situation which is based on some types of assumptions.
Trainees have to answer them either individually or by being in a team. Prior advantage
of this method is to enhance the decision making capacity.
TASK 3
2.3 Systematic approach to training
Systematic approach within Audi consists of systematic stages which usually comes one
after the other (Cooper, Schindler and Sun, 2006). This approach helps in training manpower
systematically with the aim of identifying the objective of corporate. Below given is the training
program for both existing employees and new joining for the purpose of enhancement of their
skills and capability at Audi workshop. It is a 2 day training program which is conducted on
weekend. Training plan for workers are given below:
Training to Activities Benefits Time
Duration
Executive
employee's
Training management to select
most suitable and effective
candidate for the corporate
Increase in efficiency and
productivity for Audi.
Day 1-
2 hours
Message from CEO Elaborating mission, vision, short
term and long term objectives to
employees.
To make employees
dedicated towards their
work which will increase
corporate goodwill.
Day 1-
2 hours
Lunch Break Informal communication Building relationship
with colleagues and peers
Day 1-
1 hour
Training to chief
engineers
To give more of their output in
developing new series of Audi
Cars
Attracting more
customers to their new
segment, leads to
increase in sales and
revenue.
Day 1-
2 hours
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Training to new
individuals
Telling them the basic role and
responsibilities for which they are
here.
Development of new and
healthy workforce
Day 2
2 hours
Breakfast Informal communication Healthy relationship Day 2
30 minutes
Teaching
communication
lessons to all the
employee's
Employees from different
background. To develop
interaction skills for better
understanding.
Proper functioning within
business corporate. Help
in avoiding mis
communication.
Day 2
1 hour
Lunch Break Informal communication Building relationship
with colleagues and peers
Day 2
1 hour
Developing
leadership skills for
all individuals
Seminar is conducted constituting
all employee's for proper decision
making
Help in taking effective
decisions so that,
corporate can achieve its
goals and objectives
Day 2
2 hours
TASK 4
3.1 & 3.2 Tools and techniques for evaluation
For evaluating performance of employees , HR manager of Audi have taken some
necessary steps for evaluation. Employee's reaction- It is undertaken by the trainer as he/she notices the reactions of
trainees during a particular event and trainer understands whether the training program
was effective or not (Meilgaard, Carr and Civille, 2006). This is identified by the HR
manager by getting a good reaction from 2 days training session. Behavioral application- This is considered as a evaluation of a training program. The
dedication of employees towards training and development session are eye catching and
employee's have given their full dedication in order to understand aims and objectives of
business corporate. Audi is quite happy by getting such a good response from their
workers .
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 Acquisition of knowledge-This helps HR manager of Audi to evaluate and measure the
rate of knowledge of employees by asking frequent and continuous questions to
employees. Moreover, this method is considered as a feedback stuff for HR team as they
have found that human resource have a high rate of knowledge acquisition.
 Measuring improvement of Corporate- Corporate have found relevant improvement in
the functioning of individuals as HR manager have observed manpower for 2 days
continuously (Fang, Tan and Yan, 2005). Communication process will further help Audi
to have an effective flow of communication within business venture. Moreover, this will
lead to effective communication with their peers and also with their loyal and large
customers base.
3.3 Success of evaluation method
HR manager of Audi have implemented 4 methods for identifying and evaluating two
days training session to their employee. Common benefits for evaluation methods are as follows:
 Participation of individuals have shown that, they were quite interested in attending a 2
days training program. This has shown the inner feelings of workers that they were keen
interested of getting new knowledge and concept. (Drummond, 2005). It was their
intention to develop necessary skills which is beneficial for their growth and promotion.
 Training focuses on developing their personal and communication skills with an essence
of leadership quality as it will motivate them to take effective decisions whenever
employees are required to do so (5 Evaluation Methods To Evaluate Staff Training
Results, 2015). This shows a positive impact of a training process.
 Main aim and objective of Audi for creating a training program is to improve their
corporate performance so that, they can achieve their goals and objectives with increase
in sale and productivity.
 This was further treated as an effective tool as HR manager of Audi have compared the
previous data with the newly maintained data (Kitchenham and et.al., 2009).
Limitations:
Employee's who have attended training program have gained sufficient amount of
knowledge and HR manager felt easy to measure the performance of those individuals. But a
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major drawback has been seen as those who have not attended the seminar have lacked all the
relevant knowledge. To teach them further it will increase the cost of cited company.
4.1 Role of government in training, development and lifelong learning
UK government plays a crucial role in giving training to employees. Audi as a luxurious
car manufacturer company in the world has been inspected by government to ensure proper and
healthy performance (Rubenson, 2006). Government gives their major contributions to the
following perspective. Government have developed a scheme for the corporate resulting in:
 To deal with young, talented and multi skilled employee's.
 To bridge the gap between skills and youth employment.
Government is focusing on developing HR policies for all the citizens of UK which will
help in improving their functioning. Government further focusing on giving fund to both private
and non- private sector as government of UK provide fund to their apprentices to train and
develop their employees.
4.2 Competency movement made an impact on both the public and private sector
Competency is treated as a capability to perform a requisite task. This capability with
some other qualifications and talent is necessary to finish a particular job effectively (Watts,
2005). This movement includes some points which is necessary for being a competence leader
compared to their competitors.
 Experienced beginner- He/She is one who have specific knowledge of something.
 Expert- it is a person who have become a perfectionist in a particular subject matter.
Public and private sector gets influenced by this moment as in earlier days it was not that
widely operated. For the competence movement, public servant has become a matter of concern
in order to serve public. Further, private sector also have an advantage as they are providing
effective salary to their employees with an effective training and development program (Pépin,
2007).
4.3 Assessing initiatives impacting organization
UK government have focused on giving various initiatives in field of HRD. Some of it
are as follows:
 Department of trade and industry
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 Department of education and skills
 Department of health
Moreover, services given by these health organizations are:
 Giving opportunity of working who are poor and in need of job and money.
 Developing healthy skill for automobile industry by giving them adequate training of
machines and spare parts (Rasmussen,2008).
 Developing a standard workforce in a specific sector by National Vocational
Qualification.
CONCLUSION
From the above study it is clearly evident that, Audi's employees are using different
learning styles for their effective functioning. Various styles have been studied in this report
which specify the style of particular individual working in the cited company. Learning styles
and theory help employees to improve their performance in the workplace. Human resource has
undertaken a training program which focuses on improving individual performance and
achievement of organizational goals and objectives. Various on the job and off the job training
methods have been discussed in this report. It is clearly stated that, corporate is having a world
class presence and healthy goodwill where engineers are focusing on new designs for the
success.
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REFERENCES
Journals and Books
Argote, L., 2012. Organizational learning: Creating, retaining and transferring knowledge.
Springer Science & Business Media.
Cooper, D. R., Schindler, P. S. and Sun, J., 2006. Business research methods (Vol. 9). New
York: McGraw-hill.
Cope, J., 2011. Entrepreneurial learning from failure: An interpretative phenomenological
analysis. Journal of Business Venturing. 26(6). pp. 604-623.
Drummond, M. F., 2005. Methods for the economic evaluation of health care programmes.
Oxford university press.
Edgar, F. and Geare, A., 2005. HRM practice and employee attitudes: different measures-
different results. Personnel review. 34(5). pp. 534-549.
Fang, G. Z., Tan, J. and Yan, X. P., 2005. An ion-imprinted functionalized silica gel sorbent
prepared by a surface imprinting technique combined with a sol-gel process for selective
solid-phase extraction of cadmium (II). Analytical chemistry. 77(6). pp. 1734-1739.
Kitchenham, B. and et.al., 2009. Systematic literature reviews in software engineering–a
systematic literature review. Information and software technology. 51(1). pp. 7-15.
Kolb, A. Y. and Kolb, D. A., 2005. Learning styles and learning spaces: Enhancing experiential
learning in higher education. Academy of management learning & education. 4(2). pp.
193-212.
Liu, H. and et.al., 2007. Survey of wireless indoor positioning techniques and systems. Systems,
Man, and Cybernetics, Part C: Applications and Reviews, IEEE Transactions on. 37(6).
pp. 1067-1080.
Meilgaard, M. C., Carr, B. T. and Civille, G. V., 2006. Sensory evaluation techniques. CRC
press.
Pashler, H. and et.al., 2008. Learning styles concepts and evidence. Psychological science in the
public interest. 9(3). pp. 105-119.
Pépin, L., 2007. The History of EU Cooperation in the Field of Education and Training: how
lifelong learning became a strategic objective. European Journal of Education. 42(1). pp.
121-132.
Quek, A. H., 2005. Learning for the workplace: a case study in graduate employees' generic
competencies. Journal of workplace learning. 17(4). pp. 231-242.
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Rasmussen, E., 2008. Government instruments to support the commercialization of university
research: Lessons from Canada. Technovation. 28(8). pp. 506-517.
Rubenson, K., 2006. The Nordic model of lifelong learning. Compare. 36(3). pp. 327-341.
Schmeck, R. R., 2013. Learning strategies and learning styles. Springer Science & Business
Media.
Wallace, L. M. and Kosmala‐Anderson, J., 2007. Training needs survey of midwives, health
visitors and voluntary‐sector breastfeeding support staff in England. Maternal & child
nutrition. 3(1). pp. 25-39.
Watts, A. G., 2005. Career guidance policy: An international review. The Career Development
Quarterly. 54(1). pp. 66-76.
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