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The psychological role of human resources management for upholding learning in a team

Author

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  • Ravee Phoewhawm
  • Jiraporn Tangkittipaporn

Abstract

When it comes to helping managerial team members to learn and work together as a collective unit on a consistent basis, human resources management needs to be an interactive facilitator in designing formats that allows the team to be motivated in utilising their capacity and capabilities as a comprehensive dynamic force. Structures should be coordinated for managerial team members to be held accountable for their decisions and actions, and to obtain the flow of information for the purpose of exchanging knowledge and ideas with a psychological sense of security. This work provides a psychological approach model for human resources management to sustain learning by utilising a study on a manufacturing company that was trying to get its managerial team to perform with the company's philosophy and mission. The work points out to the importance of human resources management in upholding assurance for the team to learn with a strong trust in the process.

Suggested Citation

  • Ravee Phoewhawm & Jiraporn Tangkittipaporn, 2015. "The psychological role of human resources management for upholding learning in a team," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 15(1), pages 16-39.
    • Handle: RePEc:ids:ijhrdm:v:15:y:2015:i:1:p:16-39
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    References listed on IDEAS

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    1. Vincent Mangematin & Corine Genet & B. Deschamps, 2011. "Project management learning by violating principales," Grenoble Ecole de Management (Post-Print) halshs-00645076, HAL.
    2. Katarzyna Krot & Dagmara Lewicka, 2011. "Innovation and organisational trust: study of firms in Poland," International Journal of Innovation and Learning, Inderscience Enterprises Ltd, vol. 10(1), pages 43-59.
    3. Debabrata Chatterjee, 2012. "Innovativeness: a team knowledge and communication perspective," International Journal of Innovation and Learning, Inderscience Enterprises Ltd, vol. 12(3), pages 229-246.
    4. A.H.M. Shamsuzzoha & Tauno Kekale & Petri T. Helo, 2010. "Aligning external varieties to internal varieties for market solutions," International Journal of Innovation and Learning, Inderscience Enterprises Ltd, vol. 8(4), pages 377-392.
    5. Nahrgang, Jennifer D. & DeRue, D. Scott & Hollenbeck, John R. & Spitzmuller, Matthias & Jundt, Dustin K. & Ilgen, Daniel R., 2013. "Goal setting in teams: The impact of learning and performance goals on process and performance," Organizational Behavior and Human Decision Processes, Elsevier, vol. 122(1), pages 12-21.
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