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Course module: 760816-M-6
Learning and Development
Course info
Course module760816-M-6
Credits (ECTS)6
CategoryMA (Master)
Course typeCourse
Language of instructionEnglish
Offered byTilburg University; Tilburg School of Social and Behavioral Sciences; TSB: Human Resource Studies; Human Resource Studies;
Is part of
M Human Resource Studies
Contact personprof. dr. R.F. Poell
dr. S. Batistič
Other course modules lecturer
Coordinator course
prof. dr. R.F. Poell
Other course modules lecturer
prof. dr. R.F. Poell
Other course modules lecturer
dr. M. van Woerkom
Other course modules lecturer
Academic year2018
Starting block
Course mode
RemarksThis information is not up to date. Check the Course Catalog 2019 or select the course via “Register”.
Registration openfrom 12/10/2018 09:00 up to and including 31/07/2019
After completing this course, students will be able:
1.   To evaluate training effectiveness and the likelihood of transfer of training.
2.   To analyze the most important factors influencing workplace learning as differentiated from training.
3.   To explain the key tenets of the learning-network theory and evaluate its contribution to organizing human resource development (HRD) processes.
4.   To differentiate between different types of talent management practices and related theoretical frameworks, and to explain the employee reactions that these practices may bring about.
5.   To assess the difference between creativity and innovation and argue how human resources (HR) systems and leadership facets can be used to effectively manage both processes.
6.   To explain and evaluate the key tenets of strategic HRD as an approach to link organizations’ HRD processes to their goals.
7.   To argue how team and organizational learning may be enhanced and can contribute to organizational performance.
8.   To distinguish among the most important factors of organizational socialization and link organizational socialization with strategic human resource management (HRM).
9.   To argue why work relationships are important, what are the key theories which can explain such relationships, and evaluate how HR systems can be used to maintain and develop relationships in work settings.
To evaluate the effectiveness of HRD practices as perceived by different stakeholders, distinguish between its enhancing and inhibiting factors, and make recommendations to organizations wishing to improve it.
The elective course Human Resource Development deals with the interrelated individual, social and organizational sides of the HRD field.
Part I: The individual side of HRD
1: Training effectiveness and transfer of training
Many organizations spend a lot of money on training in order to upgrade employee skills and knowledge and to improve positive work-related attitudes. In practice, however, the gap between what is learned in training and sustained workplace performance is not easy to bridge. In the course, we will discuss how to lessen this gap by addressing learner characteristics, intervention design and delivery, and work environment.
2. Workplace learning
The most important sources of learning are the challenges of work itself and the interactions with other people in the workplace. Employees play an important role in organizing their own professional development. Managers and colleagues can enhance workplace learning of employees as well. We will discuss the most important factors influencing workplace learning as differentiated from training.
3. The Learning-Network Theory
The learning-network theory was originally developed by Ferd van der Krogt to explain and improve how HRD processes in work settings are organized. It offers a diagnostic framework to assess the learning network of an organization, its links to the organization of work and HRM processes, and the ways in which several organizational actors (employees, managers, HR) interact to create learning paths in work settings. The key tenets of the LNT will be discussed.
Part II: The organizational side of HRD
4. Talent management
Talent management refers to the systematic utilization of HRM practices to attract, identify, develop, and retain individuals who are considered to be ‘talented’. Managing talent is one of the key challenges for organizations
because it can represent a source of sustained competitive advantage in today’s business environment. We will discuss the different outcomes of talent management practices as a result of fundamental assumptions about the nature of talent that are held by a firm’s key decision-makers.
5. Managing innovation and creativity
In a hyper-competitive environment, organizations are looking for individuals who are creative and innovative. In this course, we will look at the difference between creativity and innovation and what the organization, with the help of HR systems and line management, can do to foster individual creativity and innovation.
6. Strategic HRD
Strategic HRD is an approach for organizations to link their HRD processes to the organizational goals at all levels. Besides HRD professionals, managers and employees play a crucial role in making HRD (more) strategic. We will discuss the key tenets of a number of SHRD theories and evaluate their contribution to improving organizational performance.
Part III: The social side of HRD
7. Team/organizational learning
In our knowledge-driven economy, organizational and team-learning processes that lead to knowledge creation have become important for improving a firm's competitiveness. However, these collective learning processes presuppose a specific climate in which there is commitment to learning and a tolerance for failure. We will address the conditions for success of organizational and team learning.
8. Organizational socialization
Newcomers face high amounts of uncertainty once they enter a new organization or change their jobs. Ineffective socialization leads to a greater likelihood of newcomers leaving the organization, which could lead to work disruption and new costs associated with recruitment and selection. We will look at the key components of successful organizational socialization and how this process can be effectively supported by the HR function.
9. Developmental work relationships
Work relationships have come to form the very foundation of organizations and the contemporary embodiment of how most work gets accomplished (e.g., knowledge sharing). We will discuss the different theoretical perspectives that can inform work relationships’ formation, strengthening or dissolution as well as what the organization - with its HR systems - can do to provide individuals with opportunities to develop their social network at work effectively.

General Information
  • Instruction Language: English
  • Types of Instruction: 11 x 2 hours plenary lectures, 3 team consultation sessions
  • Types of Exam: written exam (60%), team assignment (40%), individual assignment (pass)
Timetable information
760816-M-6|Human Resource Development
Written test opportunities
Written test opportunities (HIST)
Eindresultaat / Final resultOTH_01BLOK 2111-12-2018
Eindresultaat / Final resultOTH_01BLOK 2201-04-2019
Required materials
Recommended materials
Final result

Kies de Nederlandse taal