Workplace Learning Environment and its Relationship with Learning Outcomes in Healthcare Organizations

Clarke, Nicholas

doi:10.1080/13678860500100228

Cited by 129 publications

(137 citation statements)

References 29 publications

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“…care work) but also a site for individual and organisational learning (Felstead et al, 2009;Malloch et al, 2011). This interest in the workplace as a learning environment mirrors a recognition that workplace learning is key to promote the knowledge and competencies that are required to meet increasing demands for productivity, quality, and flexibility in today's organisations (Clarke, 2005;Eraut, 2000;Flanagan et al, 2000).…”

Section: Introductionmentioning

confidence: 99%

Managerial support for learning at work: a qualitative study of first‐line managers in elder care

Ellström

2012

Leadership in Health Services

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PurposeThe aim of the present study is to explore the meaning of managerial support for learning and development in the workplace. The overall research question concerns how first‐line managers in elder care perceive and understand their mission and tasks and how they in practice handle issues of co‐workers' learning and development.Design/methodology/approachThe study was designed as a multiple‐case study including eight first‐line mangers in eight care units. Data were collected through interviews and observations.FindingsThe study demonstrates the variation that exists concerning how first‐line managers understand and enact their tasks. Specifically, it is possible to distinguish four qualitatively different patterns concerning how the managers acted and interacted with their co‐workers.Research limitations/implicationsThe empirical generalisability of the results is limited by its character as a multiple‐case study of eight managers in eight different work units. At the same time, the strength of a multiple‐case study lies in its potential for making analytic generalisations, that is, for identifying theoretically meaningful examples and patterns across a number of cases.Practical implicationsThe paper suggests a need for management development programs that promote not only a broader understanding of the task as a manager of elder care, but also knowledge about and skills in leading and organising workplace learning and development.Originality/valueThis study adds to the limited knowledge of how first‐line managers in care work understand and deal with learning and developmental issues in the workplace.

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Section: Introductionmentioning

confidence: 99%

Managerial support for learning at work: a qualitative study of first‐line managers in elder care

Ellström

2012

Leadership in Health Services

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“…First, no consensus on the concept of workplace learning has emerged (Clarke 2005;Fenwick 2008). To further research workplace learning, it is necessary to develop measures of workplace learning with an appropriate conceptual background.…”

Section: Practicesmentioning

confidence: 99%

“…Second, several authors have underscored the role of the plan-do-check-act (PDCA) cycle and on-the-job-training (OJT) in facilitating learning (Slotte, Tynjala and Hytonen 2004;Choo, Linderman and Schroeder 2007a), although few studies have, in fact, investigated empirically the impact of these approaches on workplace learning. Clarke (2005) distinguished between the workplace learning environment and the workplace learning outcome, where the former refers to practices and behaviors that facilitate the latter.…”

Section: Practicesmentioning

confidence: 99%

The effects of the PDCA cycle and OJT on workplace learning

Matsuo

Nakahara

2013

The International Journal of Human Resource Management

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In the present article, we examined the effects of the plan-do-check-act (PDCA) cycle and on-the-job-training (OJT) on workplace learning. We defined workplace learning based on the concept of an organizational learning cycle. Using survey data from a Japanese fire and marine insurance company, we found that PDCA, OJT (empowerment), and reflective communication had positive effects on workplace learning. These results suggest that quality management, empowerment and reflective practice may help to significantly improve workplace learning. We also discuss theoretical and managerial implications of this study.

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“…The person-workplace interaction framework has suggested the importance of considering the interactive effects of person and organization variables in shaping human behaviors (cf. Eraut, 2002;Clarke, 2005;Elfenbein and O'Reilly, 2007). Magee (2002)suggests that organizational culture is an important contextual variable and recommends that individuals actualize their potential when organization culture is compatible with their own capabilities, workplace values, and interests.…”

Section: Introductionmentioning

confidence: 99%

Successful Workplace Learning: Moderating Effect of Organizational Culture

Daryoush¹,

Silong²,

Omar³

et al. 2013

ijhrs

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A main point of this study was that successful workplace learning is depended on workplace environment and its relationship with job performance will be improved in certain organizational culture values and practices. We hypothesized that the relationship between formal, informal and incidental workplace learning with task and contextual performance would be higher in result-oriented cultures. These five hypotheses were supported. We used interaction effect software by examining the strength of relationship in five level of result oriented culture. Our results indicate that these result culture value complement relationship between workplace learning and job performance.

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Workplace Learning Environment and its Relationship with Learning Outcomes in Healthcare Organizations

Cited by 129 publications

References 29 publications

Managerial support for learning at work: a qualitative study of first‐line managers in elder care

Managerial support for learning at work: a qualitative study of first‐line managers in elder care

The effects of the PDCA cycle and OJT on workplace learning

Successful Workplace Learning: Moderating Effect of Organizational Culture

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