Design, Explanation, and Evaluation of Training Model Structures Based on Learning Organization—In the Cement Industry with a Nominal Production Capacity of Ten Thousand Tons

Abstract

This research aims to determine the effectiveness of training based on learning organization in the staff of cement industry with production capacity over ten thousand tons. The purpose of this study is to propose a training model based on learning organization. For this purpose, the factors of organizational learning were introduced by qualitative research in the form of open codes, axial codes, selective codes and the resulted observations, and then the final model was obtained by structural equation model. The data were collected from the staff of three cement companies of Abyek, Tehran, and Sepahan, with a statistical population of 1719 staff of cement industry. The qualitative research sample included 29 experienced experts in the field of cement industry, and the quantitative research sample included 326 staff and experts, who were selected by multi-stage cluster sampling. A self-made questionnaire consisting of 72 questions was used to measure quantitative variables. The reliability of the questionnaire was 0.93 and its content and face validity was determined by expert colleagues and professors, the structural equation model and regression was used to analyze the quantitative data. The results showed that the status of learning organization in cement companies is in average level. Finally, the obtained model consisted of both individual and organizational factors. The individual factors affecting organizational learning include teaching scientific content, perception, trust, and self-efficacy of training. The organizational factors affecting organizational learning include organizational culture, forming the structure, the method of management and leadership, preparing human resource (identity), adaption to the environment, policies, rules, and regulations, and achieving a viable product. The share of individual factors on learning organization is higher than the effect organizational factors; the share of each factor is also determined.

The interplay among management support and factors influencing organizational learning: an applied study

“…He observed that a well-defined structure of rules and regulations, compatible culture and knowledge sharing can enhance the learning and decision-making process. Rahimian et al (2016) stated that the structure of the mining industry has a positive impact on the organizational culture and the level of human resources development. In their study, they argued that the roles and responsibilities that are identified in the organizational structure could facilitate the transfer of knowledge which accordingly could enhance building of a LO.…”