Discussion: Evaluating Learning Activities in HRM - Coursework

This discussion post delves into the critical process of evaluating learning activities within Human Resource Management. It examines how organizations assess their training and development programs to align with business objectives and overall learning strategies. The post explores key questions organizations consider during evaluation, such as the 'what,' 'why,' 'how,' and 'impact' of learning activities. It highlights systematized evaluation modules and the importance of understanding the return on investment from employee learning and development. The author suggests improvements to the evaluation process, including better communication through language mediators and a focus on monitoring individual employee performance and development initiatives. The post concludes by emphasizing the importance of connecting individual improvements to organizational goals, ensuring a comprehensive approach to evaluating the effectiveness of learning activities within an organization.

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Discussion
Organizations evaluate learning activities through examination of the training
approaches, and research-driven developments. By evaluations of their developmental and
learning programs, the organization makes sure that employer learning activities and initiatives
focus on its business objectives and the overall development and learning strategy. The
effectiveness in evaluation and learning need a better understanding of organizational learning
activity in line with the strategies and goals (Anderson, 2010 p.285). The organizations do
evaluate the learning activities by considering some of the questions e.g. What they are
evaluating? Why are they evaluating the learning activity? How will they define the success or
failure of the learning activity? And what are the impacts of the learning activities under
evaluation? Though in many organizations there is no one learning activity that fit all its goals
because of some various limiting factors. In trying to answer the questions above, the
organization will be able to determine how to carry out its learning activities evaluation. This
will be in line with organizational goals, culture, and objectives.
The modules of evaluations used within the organization are Systematized and formulaic
approach modules for organization chain reaction. These types of modules are guided by a
theoretical anachronism. They are based on over 50 year’s management concepts (Brinkerhoff
1988 p. 66). The evaluation of the organizational development management brings intervention
for these modules. The interventions in these modules of evaluation are used as the evidence
especially in discursive learners indicating their behavioral and attitudinal changes after learning
programs. The evaluation modules pave a way for evaluating the process and learning events as
interventions.

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Through learning and development activities, organizations will be able to know when
they get the return on their investment because employees will understand their roles to play in
organization. Through learning and development, they will understand how the assigned activity
is important for organizational high performance (Harrison, 2011 p.23). It is like giving the
employees value and content to learning what they are supposed to do. Therefore, they will end
up working hard earn an organization high returns on investments. The organization will identify
some of its improvement through analysis of how the employees work to achieve some of the
organization goals (Webster-Wright, 2009 p.702).
In my opinion, the organization can improve the evaluation process by adopting the
interventions to shape their good communication with employees through language mediator
during evaluation process. In this case, the common language should be used and if employees
use different languages interpreter should be adopted to make sure they all understand what they
are evaluated. I think the evaluation process should be improved by adopting the concept of
measuring effective learning activities especially through monitoring of the individual
performance of employees. It can be improved by making sure that where individual employee
improves is noted in connection with their employee initiatives on development. In addition, the
organization should focus on individual improvement performance to know who is working hard
for better performance of the organization or under working employees.

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References
Anderson, L., 2010. ‘Talking the talk’–a discursive approach to evaluating management
development. Human Resource Development International, 13(3), pp.285-298.
Brinkerhoff, R.O. (1988) ‘An integrated model for HRD’, Training and Development Journal, 42
(2), pp. 66-68.
Harrison, R., 2011. Learning and development. Development and Learning in Organizations: An
International Journal, 26(1). pp.23-37.
Webster-Wright, A., 2009. Reframing professional development through understanding authentic
professional learning. Review of educational research, 79(2), pp.702-739.