Considering unlearning in HRD practices: An Australian study

Karen Becker; P Hyland; B Acutt

doi:10.1108/03090590610712278

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Considering unlearning in HRD practices: An Australian study

Journal article

Open access

Peer reviewed

Considering unlearning in HRD practices: An Australian study

Karen Becker, P Hyland and B Acutt

Journal of European Industrial Training, Vol.30(8), pp.608-621

2006

DOI: https://doi.org/10.1108/03090590610712278

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Abstract

Australia

human resource development

learning

reinforcement

training

Purpose - The purpose of this paper is to explore the level of consideration given to unlearning during human resource development interventions and to identify the methods being used to reinforce training and development. Design/methodology/approach - A self-administered questionnaire was given to a convenience sample of employers in regional Queensland and the Northern Territory, Australia. Analysis of responses using descriptive statistics was conducted to identify whether approaches differed in relation to unlearning and reinforcement between large and small organisations, and between those with high labour turnover and those with low labour turnover. Findings - Results reveal that larger organisations give far more consideration to unlearning than smaller organisations. Those organisations with high labour turnover focus less on unlearning that those with a more stable workforce. Coaching and performance feedback were reported as the most commonly used method of reinforcement of learning and unlearning. Research limitations/implications - Low response rates mean that results are not statistically generalisable. Owing to the regional location of respondents there may be differences in findings in large metropolitan centres. Practical implications - Reinforces to practitioners the need to consider unlearning, and also indicates a need for further research in this area. From a managerial perspective the results show that managers need to employ a range of tools and techniques to ensure unlearning can occur. Originality/value - This paper reports on a study examining unlearning; and begins to address the lack of empirical research on this important concept. © Emerald Group Publishing Limited.

Details

Title: Considering unlearning in HRD practices: An Australian study
Authors: Karen Becker (Author) - Central Queensland University
P Hyland (Author) - Central Queensland University
B Acutt (Author) - Central Queensland University
Publication details: Journal of European Industrial Training, Vol.30(8), pp.608-621
Publisher: Emerald Group Publishing Ltd.
Date published: 2006
DOI: 10.1108/03090590610712278
ISSN: 0309-0590
Copyright note: Copyright © 2006 Emerald Group Publishing Limited. This article is © Emerald Group Publishing and permission has been granted for this version to appear here. Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.
Organisation Unit: School of Business and Creative Industries; UniSC Moreton Bay; University of the Sunshine Coast, Queensland; USC Business School - Legacy
Language: English
Record Identifier: 99450785102621
Output Type: Journal article

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