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ingbo, P. R.C in 1996. It is a manufacturer in kitchen electric & gas appliances and service provider of solutions for kitchen for families. As its target market is becoming mature after years of development, there are few tangible distinctions between Fotile and its competing brands (such as Robam, Sacon and Little Swan). In order to fight against brand parity, Fotile adopted differentiation strategy based on distinctive products/services and other marketing activities. All of these bases rely on the staff’s innovation and grasping the customers’ demand concisely, both of which rely on organizational learning and information sharing. In more recent years, it has become clearer that successful marketing and product design is related to quality and information that the corporation acquires about the possible consumer demand and new technology or processing methods, and the manner in which that information is manipulated and interpreted. However, the technicians account 69.2% of the total staff in Fotile, and most of them had little marketing knowledge. In addition, 51.4% staff in Fotile is more than 35 years old and not familiar with information knowledge.
Meanwhile, researchers have identified and examined that employee training is crucial to developing organizational learning and competitive advantage (e.g. Huang, 2000; Derek, Laura and Taylor 2004; Stavrou and Brewster, 2005). Martocchio & Baldwin (1997) proposed that the knowledge and skills of an organization's workforce have become increasingly important to its innovation. Winfred and Winston, (2003) proposed that an effective training system will enhance the skills, knowledge productivity of individuals and pervasive communicate organizational goals to new personnel.
However, the training effectiveness is not satisfactory according to a survey of the staff in Fotile. As a matter of fact, the firm is devoting increasing amounts of resources into trainings such as sending employees to IT training, implement manual training programs. However, the training does not obtain the anticipant result. For example, some trainee even can not remember which training program he had taken party in; some trainee reported that some programs repeat year after year and many of them are useless. On the other hand, many staff have little knowledge of the information technology and the marketing. Accordingly, this paper reports on problems concerning training effectiveness encountered in human resource management department in Fotile.
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B: Building a learning organization
1 introduction
As discussed earlier, it is critical to have competent and creative human resources in Fotile in mature market. Meanwhile, within the training and development literature, there is a growing emphasis on building a learning organization which is characterized as “an organization skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights“(Garvin, 1993). Argyris and Schon (1995) suggest that organizational learning would enhance the innovative capacity of an organization. Nevertheless, the ability to learn and adapt to the market circumstances of rapid change is insufficiently developed in Fotile. This report provides some implication for building learning organizations.
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