Advertisement

Learning and Development Is the Key. How Well Are Companies Doing to Facilitate Employees’ Learning?

  • Leonardo Caporarello
  • Beatrice ManzoniEmail author
  • Beatrice Panariello
Conference paper
Part of the Advances in Intelligent Systems and Computing book series (AISC, volume 1007)

Abstract

Employees value learning and development as key factors for attraction, retention and engagement. Yet organizations are not always doing enough in order to support and facilitate employees’ learning through the so-called organizational learning mechanisms. In this paper, we explore how employees perceive and evaluate their company’s efforts in creating and implementing these mechanisms. We surveyed 247 employees and we discovered that while employees’ satisfaction and enjoyment towards learning opportunities are high, learning and development initiatives are often not enough aligned to the individual needs as much as they are to the company’s ones. Moreover, respondents suggest that learning sometimes remains exclusively on paper, either because the execution of learning activities takes too long or because, once they get back to work, employees do not get enough feedback afterwards. These findings offer to organizations a set of recommendations to provide more effective learning experiences.

Keywords

Organizational learning mechanisms Learning and development Employees Organizations HR 

References

  1. 1.
    Anschutz, E.E.: TQM America: How America’s Most Successful Companies Profit from Total Quality Management. McGuinn & McGuire, Bradenton (1995)Google Scholar
  2. 2.
    Armstrong, A., Foley, P.: Foundations for a learning organization: organization learning mechanisms. Learn. Organ. 10(2), 74–82 (2003)CrossRefGoogle Scholar
  3. 3.
    Beer, M.: Developing an effective organization: intervention method, empirical evidence, and theory. Res. Organ. Chang. Dev. 19, 1–54 (2011)CrossRefGoogle Scholar
  4. 4.
    Cannon, M.D., Edmondson, A.C.: Failing to learn and learning to fail (intelligently): how great organizations put failure to work to innovate and improve. Long Range Plan. 38(3), 299–319 (2005)CrossRefGoogle Scholar
  5. 5.
    Cheng, E.W., Ho, D.C.: A review of transfer of training studies in the past decade. Pers. Rev. 30(1), 102–118 (2001)CrossRefGoogle Scholar
  6. 6.
    Chou, S., Wang, S.: Quantifying ‘ba’: an investigation of the variables that are pertinent to knowledge creation. J. Inf. Sci. 29, 167–180 (2003)CrossRefGoogle Scholar
  7. 7.
    Cirella, S., Canterino, F., Guerci, M., Shani, A.B.: Organizational learning mechanisms and creative climate: insights from an Italian fashion design company. Creat. Innov. Manag. 25(2), 211–222 (2016)CrossRefGoogle Scholar
  8. 8.
    Rowden, R.W., Connie, C.T.: The impact of workplace learning on job satisfaction in small US commercial banks. J. Work. Learn. 17(4), 215–230 (2005)CrossRefGoogle Scholar
  9. 9.
    Ferrazzi, K.: Use your Staff Meeting for Peer to Peer Coaching. Harvard Business Review, February 2015Google Scholar
  10. 10.
    Fink, L.D.: Creating Significant Learning Experiences. Jossey-Bass, San Francisco (2013)Google Scholar
  11. 11.
    Fredberg, T., Norrgren, F., Shani, A.B.(.R.).: Developing and sustaining change capability via learning mechanisms: a longitudinal perspective on transformation. In: Woodman, R., Pasmore, W., Shani, A.B.(.R.). (eds.) Research in Organizational Change and Development, vol. 19, pp. 117–161. Emerald Publications, Bingley (2011)CrossRefGoogle Scholar
  12. 12.
    Gephart, M., Marsick, V.: Learning organizations come alive. Train. Dev. 50(12), 34–46 (1996)Google Scholar
  13. 13.
    Huysman, M.: Balancing biases: a critical review of the literature on organizational learning. In: Easterby-Smith, M., Burgoyne, J., Araujo, L. (eds.) Organizational Learning and the Learning Organization: Developments in Theory and Practice. Sage, London (1999)Google Scholar
  14. 14.
    Oliver, J.: Continuous improvement: role of organizational learning mechanisms. Int. J. Qual. Reliab. Manag. 26, 546–563 (2009)CrossRefGoogle Scholar
  15. 15.
    Pool, S., Pool, B.: A management development model: measuring organizational commitment and its impact on job satisfaction among executives in a learning organization. J. Manag. Dev. 26(4), 353–369 (2007)CrossRefGoogle Scholar
  16. 16.
    Popper, M., Lipshitz, R.: Organizational learning mechanisms: a cultural and structural approach to organizational learning. J. Appl. Behav. Sci. 34, 161–179 (1998)CrossRefGoogle Scholar
  17. 17.
    Popper, M., Lipshitz, R.: Organizational learning: mechanisms, culture, and feasibility. Manag. Learn. 31, 181–196 (2000)CrossRefGoogle Scholar
  18. 18.
    Santos, A., Stuart, M.: Employee perceptions and their influence on training effectiveness. Hum. Resour. Manag. J. 13, 27–45 (2006)CrossRefGoogle Scholar
  19. 19.
    Spar, B., Dye, C., Lefkowitz, R., Pate, D.: Workplace Learning Report, LinkedIn Learning (2018)Google Scholar
  20. 20.
    Yoon, S.: In search of meaningful online experiences. New Dir. Adult Contin. Educ. 100, 19–30 (2003)CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  • Leonardo Caporarello
    • 1
  • Beatrice Manzoni
    • 1
    Email author
  • Beatrice Panariello
    • 1
  1. 1.SDA Bocconi School of ManagementBocconi UniversityMilanItaly

Personalised recommendations