Psychological and organizational variables associated with workplace learning in small and medium manufacturing businesses in Korea

Abstract

The purpose of this study was to determine the relationship between workplace learning and psychological variables, such as learning competency, motivation, curiosity, self-esteem and locus of control, and organizational variables, such as centralization of power, formality, merit system and communication. The studied population consisted entirely of workers in small and medium manufacturing businesses in Korea. Totally, 685 workers were sampled and 388 of them were used for the analysis. The level of workplace learning in small and medium manufacturing businesses was higher than the expected average. All the variables in this study had significant positive low or moderate relationships with workplace learning. Lastly, about 50% of the variance in workplace learning was explained by communication, learning competency, merit system, motivation, centralization of power and curiosity.

What is Informal Learning and What are its Antecedents? An Integrative and Meta-Analytic Review

“…Previous research is consistent with the assumption that individuals with this predisposition would naturally be inclined to engage in informal learning (Boyce, et al, 2010;Brett & VandeWalle, 1999;Klein, Noe, & Wang, 2006). Research has also found significant correlations between trainees' motivation to learn, defined as the specific desire of an individual to learn the content of a program (Noe & Schmitt, 1986), with informal learning and related constructs Lohman, 2005;Moon & Na, 2009). Self-efficacy, defined as an individual's beliefs about his or her capabilities to organize and execute courses of action required to achieve certain levels of proficiency or performance (Bandura, 1994), has been related positively to intentions and participation in self-development activities (Maurer & Palmer, 1999;Molloy & Noe, 2010;Noe & Wilk, 1993) and informal learning (Noe, et al, 2013).…”

Successful Workplace Learning: Moderating Effect of Organizational Culture

“…The variety of workplace learning definitions shows that the nature of workplace learning is contextual and collaborative (Brown and Duguid, 1991); the key concept is learning, and the importance of informal is more than formal training (Moon and Na, 2009b).…”

“…What will it happen if organization has powerful result-oriented value? However, the relationship between workplace learning and job performance is commonly accepted in organizations, but few studies have investigated how specific variable can affect on relationship between workplace learning and job performance (Reio and Callahan, 2004;Kramer, 2007;Moon and Na, 2009a;Chughtai and Buckley, 2011). Base on literature review, there is little understanding about how relationship between workplace learning and job performance is influenced by organizational culture.…”

Leadership Development through Workplace Learning in Malaysia Organizations

“…In relation to leadership, Gunter and Ribbins (2002) argued that leadership development is not merely about the acquisition of skills, techniques and capacities, but that it can only be understood through the gathering of professional experiences from within contextualized settings. Taking these aspects into consideration, Moon and Na (2009) defined workplace learning as a process in which individuals, teams, and organizations obtain knowledge, skills and attitudes according to their continuous interactions with each other or within the context of solving work-related problems and improving performance.…”