Evaluating Learning Styles and Their Impact on HR Management Practices

This report examines the significance of learning styles and theories within Human Resource Management (HRM), particularly focusing on their application in the context of a company. It begins by exploring various learning styles, such as the Honey & Mumford model, and how they are applied in HRM practices to enhance employee development and training, using the Marriott hotel as a case study. The report highlights the importance of understanding and adapting to different learning preferences to improve employee performance and productivity. Furthermore, it emphasizes the role of learning curves and knowledge transfer in fostering continuous improvement and efficiency within the organization. Finally, it discusses the significance of aligning learning theories with the company's objectives to create effective and focused training programs. The report incorporates references to relevant academic literature to support its findings.

HUMAN RESOURCE
DEVELOPMENT

1.1 Different learning styles
There are several learning style which need to be
followed in Marriott hotel subjects to which style fits
best for the staff members. The organization caters
the customer service development and for it the
company is analysing the learning styles according
to the nature of the employees.

Learning styles

Continued...
Thus, for this the theory of Honey & Mumford is
been adopted at the workplace. Under this, there are
four learning styles :
 Activists
 Theorists
 Pragmatist
 Reflector

1.2 Role and importance of learning
curve
The learning curve refers to the process in which
continuous improvement takes place with the coming
experiences.
Marriott has changed it customer service as per the
changing environmental demands to attain the competitive
edge in the market. Thus to ensure this, they need to adopt
different learning curve for the adjustment made in
technical and competencies of business according to its
standards.

Learning curve

Continued...
From the above diagram it can concluded that with
the continuous experience, the learning and the
efficiency of the staff members is increasing and the
time to perform the task is decreasing. Thus, it can
be said that with the efficient learning the employees
are becoming more expert in their job which has led
to enhance their productivity.

Continued...
Significance of knowledge transfer- It is very important
and effective for line managers to share their experience
and knowledge about the performance. Thus transfer of
knowledge by organizing effective workshops, trainings
etc. help the employees to develop and learn different
skills. By this, the staff members can enhance their
knowledge which directly increased their efficiency of
doing work.

1.3 Contribution of learning styles and
theories
Learning theories assist in providing the conceptual
framework to attain the learning objectives.
However, which learning style is to be adopted is
highly dependent on which way the employees
prefer to adopt it at the workplace. Thus, it need to
analyse the learning styles and theories according to
the expectations of the company.

Continued...
Further, the Learning style and theories adopted by
Marriott is highly focused on the effective result
obtained by the learning events. The reaction
given by every individual for the event determines
its effectiveness. Every member in the company
prefer different learning patterns. Thus, it becomes
crucial to understand and relate the learning
theories with needs so as to execute the focused
and objective-oriented training facility.

REFERENCES
Harzing, A. W. and Pinnington, A. eds., 2010. International human resource
management. Sage.
Cascio, W. and Boudreau, J., 2010. Investing in people: Financial impact of
human resource initiatives. Ft Press.
Avey, J. B. And et.al., 2011. Meta‐analysis of the impact of positive
psychological capital on employee attitudes, behaviors, and performance.
Human resource development quarterly. 22(2). pp.127-152.
Kehoe, R. R. and Wright, P. M., 2013. The impact of high-performance
human resource practices on employees’ attitudes and behaviors. Journal
of management. 39(2). pp.366-391.
Kraaijenbrink, J., Spender, J. C. and Groen, A. J., 2010. The resource-based
view: a review and assessment of its critiques. Journal of management.
36(1). pp.349-372.

Thank you