Thami Nompula MBA Dissertation March 2007 - Rhodes eResearch ...
Thami Nompula MBA Dissertation March 2007 - Rhodes eResearch ...
Thami Nompula MBA Dissertation March 2007 - Rhodes eResearch ...
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2.4.2 Application of the Precepts of the Learning Organisation by Regulatory Agencies<br />
Regulatory agencies in developing countries embrace this concept in order to promote the pursuit<br />
of knowledge at all levels of the organisation (Husbands and Downes, 2003; World Bank, 2004).<br />
The Texas Department of Licensing and Regulation (TDLR) reported on the challenges it faces<br />
building and retaining dependable and motivated staff and found that by promoting innovation<br />
and learning among knowledge workers, it was able to respond quickly to environmental changes<br />
despite the challenges of not operating at full strength at any given time (TDLR, 2006). At the<br />
Office for Gas and Electricity Markets (OFGEM) training and development forms the<br />
cornerstone of mastering effective regulation and employee retention (OFGEM, 2006). Highly<br />
technical and specialised work is the main focus on the projects carried out in all these regulatory<br />
agencies and to this end emphasis is placed on the acquisition and sharing of knowledge at both<br />
individual and organisational levels. This approach is used to attract highly motivated self-<br />
starters who are serious about their intellectual growth while making a significant contribution to<br />
their chosen profession and employer. The ESC adopted the principles of personal mastery and<br />
team development to encourage employees to broaden their scope of work and pursue<br />
challenging assignments (ESC, 2005).<br />
2.4.3 Matching organisational and individual needs<br />
The literature is abound with findings from surveys that indicate factors that influence knowledge<br />
workers to choose and stay with an employer (Armstrong and Murlis, 2004; Cappelli, 2003;<br />
Malone, 2004; Martin, 2003; Kinnear, 1999; World Bank, 2004). A common thread from these<br />
findings shows that there is a need for a good correlation between the needs of the knowledge<br />
worker and the response of the organisation to those needs. For the purposes of exploring these<br />
in great detail, the needs and responses are grouped in the following dimensions: Work; Reward;<br />
Management and Leadership; Training and Development, and Inspiration and Values.<br />
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