Effects of career‐related continuous learning: a case study

Abstract

PurposeAlthough proposed from theory, the assumption that career‐related continuous learning (CRCL) has a positive impact on subsequent job performance has not been tested empirically. The present study aims to close this gap in the literature. A model is derived from theory that predicts a positive impact of CRCL, learning climate, and initial job performance on consequent job performance. In addition, CRCL is hypothesized to mediate the impact of learning climate on final job performance.Design/methodology/approachImplementing a longitudinal approach, this model was tested empirically in a call center context. Within the first year of their respective career, multiple source data were gathered from employees about their formal CRCL activities, their initial performance, as well as their perception about learning climate.FindingsResults indicated that CRCL predicted final job performance and mediated the impact of learning climate on final job performance. A total of 28 percent of final job performance was explained by the proposed model, highlighting the importance of CRCL for organizational contexts.Practical implicationsThe results of this study support the notion that CRCL programs are highly useful for both employees and organizations.Originality/valueFor the first time, the impact of CRCL on job performance is demonstrated empirically.

Learning whilst working

“…It appears that both the culture of the organisation and the physical working environment impact on the learner transferring knowledge from the classroom to the workplace. (Rowald et al , 2008, pp. 48-49) suggest that a positive organisational culture and work environment can result in a learning climate that can be defined as “the cognitions of the organisational members concerning learning events, practices, and procedures as well as learning-related behaviours that are expected, and supported within the organisational setting”.…”

“…744–745) refers to this value as “bringing fresh eyes and the latest thinking to bear in the workplace”. There is evidence to suggest the value of this activity, with a number of studies indicating that employees who undertake formal training and development whilst working have higher levels of job performance (Rowald et al , 2008), increased organisational engagement and improved organisational and job commitment (O’Connor and Cordova, 2010; Rowald et al , 2008).…”

“…Skok (2010) identifies the positive impact on career planning of employees participating in this form of vocational development activity, and a number of authors have indicated positive personal outcomes, not only through the provision of new skills and knowledge but also through an increase in self-confidence and self-belief (Morse, 2006; Chivers, 2007; Rowald et al , 2008; Bennion et al , 2011). Whilst these employee benefits are important, the most commonly cited value associated with learning concerns professional and vocational development (King et al , 2015).…”

Creating a learning climate: a South African study

“…This had important implications for future research relating to the learning climate as employees operated in a structured environment where work was routine and deviations were minimal. One explanation could be that the introduction of innovative products was implemented by strategic managers and not by lower‐level employees (Rowold et al , 2008). Another could be that, while employees learned from clients on how to improve systems and procedures, managers might not have provided a platform for such discussions as supervisors might not have the power to implement such major changes (Cunningham and Illes, 2002).…”

Communication strategies of call center agents : a multi-method study of solidarity building and conversation control on agent performance

“…Ayios & Harris Finally, it should be noted that attributes favorable to customer service are not necessarily inborn, but can be inculcated through training. Concerning training in individual knowledge, Rowold, Hochholdinger, & Schilling (2008) test the career-related continuous learning (CRCL) model in a call center in a longitudinal study. They conclude that CRCL had an impact on agents' job performance after one year both directly (explaining 28% of the variance) and…”