A. P. Møller – Maersk Group (Maersk) Human Resource Development

3667 Words Nov 9th, 2012 15 Pages
My 48 hour exam project is a case study of A. P. Møller – Maersk Group (Maersk); the objective of my assignment is to elaborate on Maersk`s talent management challenge, focused on development. Furthermore I will describe the cosmos of Maersk learning and competence development and provide alternative angles of conducting in this cosmos, in accordance with my own perspective.
My ontological standpoint for this exam is constructivism (Olsen & Pedersen, 2005). The reality perceived is therefore not objective but created, or constructed, by man’s interpretation. This does not signify that I will avoid handling theories that are ontological objectivistic in order to discuss and compliment the various learning and
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In contrast, Maersk has developed an increased focus on KPIs when evaluating their employees. This objective way may hinder learning and the division of knowledge to spread horizontally throughout the organization. They KPIs of Maersk is linked to a reward system; according to Elkjær (2005) it can “hinder a productive organizational learning, if the behaviour in the organization influenced by defensive communication forms” (Elkjær, 2005, Page 41).
The managers can perceive that they have something to lose by sharing knowledge horizontally in the organization, if sharing could have a negative consequence on their own KPIs, or a positive influence on the KPIs on they co-workers/”competitors”. Elkjær elaborates “win/loss behaviour draws attention away from finding and correcting errors. And instead moves the attention towards the individuals protection of themselves” (Elkjær, 2005, Page 42). This problem can be worsened or alleviated by group size (Laezear & Gibbs, 2009), individual performance evaluation will have a tendency to distort the incentives of the individuals and therefore create fewer incentives for the Maersk employees to cooperate with their co-workers (Laezear & Gibbs, 2009). Regrettably measuring group or business unit’s performance increases the risk and decreases the controllability of the measurement.
This learning process at Maersk, it seems, is either facilitated or hindered

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