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HRD Strategies Making a Difference in Regional Australia: Implications for Local Action in a Global Context

By Paul Hyland, Karen L. Becker and Bruce Acutt

Abstract

Effective Human Resource Development (HRD) has long been recognised as a critical element in overall organisational strategy, and in turn is important to the ongoing sustainability of organisations. In this paper, the importance of effective HRD strategies and interventions are considered, particularly in the context of a rapidly changing environment, requiring those within the organisation to change past behaviours and accumulate new knowledge at an ever-growing rate; more recently referred to as unlearning. Based on research undertaken in organisations located in regional Queensland and the Northern Territory, Australia, it is argued that effective HRD strategies are just as important in these locations as anywhere else. The level of consideration given to unlearning as a component of broader HRD initiatives, along with the systems utilised to reinforce learning in these organisations is analysed. The results of the survey provide some initial perceptions of the importance of unlearning, as well as an indication of the mechanisms being utilised to reinforce unlearning and ensure that new learning is embedded

Topics: 150305 Human Resources Management, learning, unlearning, HRD, sanctions, incentives
Publisher: International Conference on International Human Resource Management
Year: 2005
OAI identifier: oai:eprints.qut.edu.au:12177

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