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HRM practices and organisational learning: a critical review and research agenda

Author

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  • Voon-Hsien Lee
  • Keng-Boon Ooi
  • Alain Yee-Loong Chong
  • Boon-In Tan

Abstract

The purpose of this paper is to establish a conceptual model to examine the different dimensions of human resource management (HRM) and its influence upon organisational learning. The theory of HRM principles and the concept of organisational learning provide as preliminary points to construct the integrated conceptual model, connecting HRM practices and organisational learning aspects. This study should be beneficial to managers in any organisation who desire to enhance the level of learning in their firms through effective implementation of the relevant HRM practices.

Suggested Citation

  • Voon-Hsien Lee & Keng-Boon Ooi & Alain Yee-Loong Chong & Boon-In Tan, 2011. "HRM practices and organisational learning: a critical review and research agenda," International Journal of Innovation and Learning, Inderscience Enterprises Ltd, vol. 10(4), pages 414-428.
    • Handle: RePEc:ids:ijilea:v:10:y:2011:i:4:p:414-428
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    Cited by:

    1. Azharuddin Hashim, 2013. "A Conceptual Framework for Antecedents and Consequence of Organizational Learning Capability," Information Management and Business Review, AMH International, vol. 5(12), pages 577-583.

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