Workplace Learning in a High-Tech Organization: The Relationship Between Self-Directed Learning and Learning Organization Disciplines

• In Event: Roundtable Session 2
  In Roundtable Session: Workplace Learning: Roundtables

Abstract

The manner by which organizations value their workforce has been shown to impact learning within organizations (Confessore, 1997; Marsick & Watkins, 2003; Weldy & Gillis, 2003). Leadership is faced with a multitude of options to facilitate learning (Cho, 2002; Confessore & Kops, 1998), and employee learning has been linked to optimizing performance (Bierema & Berdish, 1999). This study was designed to explore the relationship between employees’ perceived self-directed learning within their work environment, as well as employees’ perceptions of Senge’s (1990) five learning organization constructs: personal mastery, mental models, team learning, shared vision, and systems thinking.

Authors

• Darren Masier, BB&T

• James E. Bartlett, North Carolina State University