LEARNING INTERVENTION

Learning Intervention

Introduction

It is a process of bringing a relatively permanent change in the behaviour of a person rather than learning new skills alone. Majority of the organizations focusing on learning interventions to reduce the employee turnover and improves relationship with the employees. Human resource management plays a vital part in implementing the learning interventions. They analyze, diagnose the training needed and on the basis of that evaluation company tends to invest on it as they expect high return in term of change in the attitude and mind set of employees. (Argyris, 1991, 376)

The learning environment contained four variables. The cover story indicated that any variable could be a cause or an effect of any other variable (Argyris, 1991, 376). The learning task designed to ensure the most accurate learning. Each of the participants in the self-intervention condition controlled the number of interventions seen by them. The participants in both conditions allowed taking notes. Also, die participant allowed performing two types of interventions: generative interventions and inhibitory interventions. This enabled them to learn causal structures that could not be fully determined by generative interventions alone, such as causal chains. Finally, in order to simplify the causal structure questions, the participants asked to judge the causal relationship between every possible pair of events, as opposed to choosing a single representation of the causal structure. Elements arise from the observation and analysis of the subordinate daily work, the results of their assessments and visits made by higher levels of the management body, the Government, Party and mass organizations. Further analysis to identify what issues should intervene to correct the situation. (Balzer et al, 1990, 171).

Theories of learning intervention

An increased emphasis on learning in organizations has enhanced researchers' and practitioners' interest in the dynamics of individual development in the workplace, Three approaches to understanding individual development (behavioural change, self-directed learning, and adult development) reviewed, and the common elements across these approaches identified. These elements used to evaluate six popular individual development practices: 360-degree feedback, executive coaching, developmental assignments, action learning, social support for learning, and communities of practice (Balzer et al, 1990, 171). This analysis indicates no one practice is a panacea for individual development. Directions for research suggested, and trends that are likely to influence individual development in the workplace in the future discussed. Although learning and skill acquisition studied by industrial psychologists since the field's inception, relatively little attention devoted to understanding individual development in the workplace. The vast majority of research and practice in work-related learning has focused on training, particularly on the design and evaluation of individual training programs. Recent changes in the workplace, however, have altered how learning viewed. Escalating technological innovation, corporate downsizing, the flattening of organizational hierarchies, an increased use of teams, and rising numbers of temporary and contract employees accompanied by a shift in responsibility for learning away from organizations towards employees ((Baron, 1992, 306). Learning is no longer viewed as a need that occurs occasionally when a new system introduced or when ...