Essays on Workplace Learning and Organizational Performance Assignment

Download full paperFile format: .doc, available for editing

The paper "Workplace Learning and Organizational Performance" is a great example of an assignment on management. O’ Donnell (2009), workplace learning is the process by which individuals in a working environment engage in development or educational courses, training programs, or activities providing an opportunity for learning through experience with the aim of acquiring skills necessary incompetently performing current and future job responsibilities. In the current work environment, employee development has been considered very essential for organizations that desire to secure a competitive advantage with employee learning and development being given a priority.

The workplace has been found to provide a conducive environment for this especially due to learning opportunities available such as task-related changes, job transitions, change of responsibilities, and available support in case of obstacles. With increased competition and challenges being faced by organizations, there is a necessity to take advantage of any opportunity to improve performance and secure a competitive edge (Coffman & Gonzalez-Molina, 2002). Since workplace learning provides this opportunity, more organizations are adopting it. In addition, the organization has the opportunity to develop its own staff instead of employing more workers.

This cuts on overheads by reducing learning and overall employment costs. Workplace learning provides the organization with an opportunity to assist its employees in competence development. In this regard, only the relevant information in relation to a particular organization is provided. This makes sure that employees learn a lot within the shortest duration as irrelevant materials are not taught. Unlike any other form of learning, workplace learning provides the employees with a good opportunity to exercise what is learned in theory (Bhattacharya & Wright, 2005). Whatever they learn, they put it in practice and work toward solving any challenges experienced.

The primary support provided by the organization through workplace learning results in increased productivity in that employees acquire relevant skills to perform various tasks. This is also because the employees in an organization have an opportunity for continuous development while still earning. There are very few employees who are ready to take time off in order to develop their skills especially due to the increased cost of living.

References

ARAMARK, (2011). ARAMARK Business and industry facility service: partnership profile. Philadelphia, PA. www.aramarkfacilities.com

Bhattacharya, M., & Wright, P.M. (2005). Managing human assets in an uncertain world: applying real options theory to HRM. International Journal of Human Resource Management, 16(6), 929-948.

Coffman, C, & Gonzalez-Molina, G. (2002). Follow This Path: How the World's Greatest Organizations Drive Growth by Unleashing Human Potential. New York: Warner

Gond, J. & Herrbach, O. (2006). Social reporting as an organizational learning tool? A theoretical framework. Journal of Business Ethics, 65, 359–371

Grojean, W, Resick, C, Dickson, M, & Smith, D. (2004). Leaders, values and organizational climate: Examining leadership strategies for establishing an organizational climate regarding ethics. Journal of Business Ethics, 55(3), 223-241.

Hung, J. Hsia, L. & Lu, C. (2002). The process of facilitating organizational learning in reflective consultation: A case of small and medium sized enterprises in Taiwan. Commerce and Management Quarterly, 3(4), 359–405.

Johnson, J. R. (2002). Leading the learning organization: Portrait of four leaders. Leadership and Organization Development Journal, 23(5/6), 241–249.

Keller, R. (2006). Transformational leadership, initiating structure & substitutes for leadership: A longitudinal study of research & development project team performance. Journal of Applied Psychology, 91(1): 202-210.

O’Donnell, L. (2009). Human capital reporting: should it be industry specific? Asia Pacific journal of human resources 47(3).

The Conference Board of Canada (CBC), (2008). Effective workplace learning practices in small and medium-sized enterprises: a compendium of 65 SME workplace learning case studies from around the world.

Whicker, L. & Andrews, K. (2004). HRM in the knowledge economy: Realizing the potential. Asia Pacific journal of human resource 42(2).

Zhu, W, Chew, I and Spangler, W. (2005). CEO transformational leadership & organizational outcomes: The mediating role of human-capital-enhancing human resource management. The Leadership Quarterly, 16(1): 39-52.

Download full paperFile format: .doc, available for editing
Contact Us