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Human Resource Management Plays a New role in Learning Organizations
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Dr. Gloria Wang, Associate professor of Northern Institute of Science and Technology
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ABSTRACT

 Needless to say, the performance of Human Resource Management (HRM) has a tremendous impact on growth, market/book value, and productivity especially in today's global competitive market. In order to survive in today's business market, many companies have done their best to shift from their old shells to the new ones. Peter M. Senge (1990) devoted a new idea for those who wished to change their traditional business operation systems. The idea was to integrate the applications of the five disciplines of a learning organization into their companies. However, the processes of transforming are complex. HRM must play a new role in order to help the organization to apply the concepts of learning organization successfully.

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INTRODUCTION (Title: 10pt: Centered: Capital: Bold)

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The phrase "learning organization" has become popular used nowadays in many different enterprises. It is because most enterprises have shifted from traditional operations to complex and flexible ones. Marsick and Watkins (1994) indicated that "learning organization" learns continuously and can transform itself. It empowers the people, encourages collaboration and team learning, promotes open dialogue, and acknowledges the interdependence of individuals, the organization, and the community.
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Human Resource Management in New Era

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Sphr (1999) stated that “Human Resource Management (HRM) is the utilization of human resources to achieve organizational objectives” (p.4). Since overall business markets have increased great competitions, HRM gradually appears to be enormous and expanding. Nowadays, the HRM system normally includes five functional areas which are human resource planning, recruitment, and selection; human resource development; compensation and benefits; safety and health; and employee and labor relations (Sphr ,1999).

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Figure2: Human Resource Management in the Learning Organization

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REFERENCES

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Garvin, David A. (1993). Building a learning organization, Harvard Business Review, July-August 1993 pp.78-91.
Kine, P. & Sunders, B. (1993). Ten steps to a learning organization. Virginia: Greatocean.
Marsick, V. (1990). Action Learning and Reflection in the Workplace. In Mezirow, J. and Associates, Fostering Critical
  Reflection in Adulthood, pp.23-46. San Francisco: Jossey-Bass.