Human resources development to facilitate experiential learning:The case of Yahoo Japan
Human resources development to facilitate experiential learning:The case of Yahoo Japan
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促进体验式学习的人力资源开发：以雅虎日本为例
DOI：
10.1111/ijtd.12056
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发表时间：
2015
影响因子：
1.8
通讯作者：
Makoto Matsuo
中科院分区：
文献类型：
--
作者：
T. Matsubasa;N. Gotow;Y. Gomi;T. Kobayakawa;笠原良太;Yuka Takeda;Kei Nemoto;Makoto Matsuo
虽然工作经验被认为是培养组织领导者的重要机制，但现有的研究主要集中在工作分配上，而不是促进管理人员经验学习的人力资源开发系统。本研究的主要目的是通过研究雅虎日本的案例，开发一个HRD模型，以促进体验式学习，雅虎日本已经改变了其HRD系统的基础上，体验式学习理论。研究结果显示，雅虎日本通过引入新的人力资源开发系统，促进了个人层面的体验式学习，该系统由四个要素组成：反思支持（一对一会议和辅导培训）、分配支持（人力资源开发会议和工作轮换）、评估支持（360度评估和一对一会议评估）和愿景支持（愿景和价值观）。虽然这些元素是密切相关的彼此，反射支持在HRD系统中起着关键作用。从理论和实践的角度对该模型进行了讨论。
Although work experiences are recognized as important mechanisms for developing leaders in organizations, existing research has focused primarily on work assignments rather than on human resource development (HRD) systems that promote experiential learning of managers. The primary goal of this study was to develop an HRD model for facilitating experiential learning by examining the case of Yahoo Japan, which has transformed its HRD system based on experiential learning theory. The results indicate that Yahoo Japan has promoted experiential learning at the individual level by introducing new HRD systems consisting of four elements: reflection support (one‐on‐one meeting and coaching training), assignment support (HRD meeting and job rotation), assessment support (360‐degree appraisal and one‐on‐one meeting assessment) and visionary support (a vision and values). Although these elements are closely associated with each other, reflection support plays a key role in the HRD system. The proposed model is discussed from theoretical and practical viewpoints.