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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
JUNE 2011
VOL 3, NO 2
ORGANIZATIONAL LEARNING AND EMPLOYEE PERFORMANCE
Abstract
Amna Tahir
Hummayoun Naeem
Naintara Sarfraz
Anum Javed
Rida Ali
Foundation University Institute of Engineering and Management Sciences
This study explores complexities of the relationship between organizational learning and
employee performance. This study starts with the general proposition that organizational
learning promotes employee performance, and then describes several challenges for researchers
and managers who wish to study or promote organization learning in support of employee
performance improvement. It also reviews the cultural and interpersonal risks of learning
behavior, suggest conditions under which exploratory learning and experimentation is most
critical, and describe conditions and leader behaviors conducive to supporting this kind of
learning in organizations. It illustrates our ideas with examples from field studies across
numerous industry contexts and based the existing research to analyze the effect of
organizational learning on the performance of employees. The findings concluded that there is a
significant relationship between the two variables; organizational learning and employee
performance.
Keywords: Organizational Learning ; Employee Performance
1. INTRODUCTION
Learning and performing are closely related forms of human activity that are conventionally
thought to conflict with each other. Work practice is generally viewed as conservative and
resistant to change; learning is generally viewed as distinct from working and problematic in the
face of change; and performing is generally viewed as distinctive way, but necessary imposition
of change on the other two between the working and learning. To see that learning and
performing are interrelated, we bring together recent researches on learning and performing. The
current paper attempts to indicate the nature and explores the significance of such a shift.
1.1 BACKGROUND
While most people agree that learning leads to improved performance, there are several ways in
which learning and performance in organizations can be at odds. First, when organizations take
on a new learning challenge, performance often suffers in the short term, because new behaviors
or practices are not yet highly skilled. Second, by revealing and analyzing their failures and
mistakes—a critical aspect of learning—individuals or work groups may appear to be
performing less well than they would otherwise.
1.2 OBJECTIVE OF RESEARCH
In organizations, the costs of learning may at times be more visible than the benefits. Therefore,
leaders must publicize this idea broadly, or else learning may not happen. Experimentation, by
its nature, will inevitably result in failures; yet without these failures learning cannot occur. So
we want to seek for a learning that can excel employees’ performance.
COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 1506