Organizational Performance Enhancement via Adult Education Driven Principles in HR Management

Abstract

Τhe linkage between Human Resource (HR) Management and Organizational Performance is difficult to determine and, in some cases, even to address. There has been an effort to depict the processes through which HR practices ultimately impact organization performance, through a number of conceptual models, but none proved sufficient enough for or wholly applicable to all HRM departments. Thus, the mediating variables and mechanisms through which HRM has an impact on performance are not panacea clear. The principles of Adult Education (AE) could actually aid in seeing the part HRM (HR practices, mediating variables, HR-related outcomes, more distal outcomes etc.) has in overall performance, offer precise insights to scholars and practitioners and show the means through which the HRM and the Adult Education could be integrated in order to enhance individual and collective performance. Adult Education is all about the person him/herself; its main aim is to find ways through which one can better himself/herself individually and self-directedly or with the help of others. If the focus is shifted towards the human aspect of what each individual endeavors, experiences and anticipates, we might be able to understand the barriers, expectations and aspirations one holds. Therefore, if a person reaches his/her full potential with the aid of the AE principles, then subsequently he/she will be equipped with the means and resources necessary to actively participate in the organizational processes and performance, and foster growth in the organization itself directly. In practice, we mostly fail to remember that organizations are entities comprised of other entities, individuals; each unique and exceptional in his/her own way. Accordingly, HRM practices seemingly remain focused in favour of organizational outcomes and try to serve organizational ends, not necessarily individual ones. If we focus as an organization (managers, culture, values) on each person’s uniqueness then every action will have a positive reaction to the organizational performance and the results will prove to be most likely direct. After all, to an action there is always a reaction, that is why employees’ reactions are at the core of organizational change and organizational brilliance. © 2021 Proceedings of the 17th European Conference on Management, Leadership and Governance, ECMLG 2021. All rights reserved.