Studying the influences of organizational learning on turnover intentions, absenteeism, and organizational performance among employees working in a French-Canadian hospital

2021 ◽  
pp. 1-20
Author(s):  
Jean-François Labre ◽  
Martin Lauzier
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Turnover Intentions ◽  
French Canadian ◽  
Canadian Hospital

The Relationship Among Job Satisfaction, Oreganizational Commitiment and Employees’ Turnover at Unilever Corporation in Nigeria

2017 ◽  
Vol 5 (1) ◽  
pp. 370
Author(s):  
Chiemeke Kingsley Chiedu ◽  
Choi Sang Long ◽  
Hapriza BT Ashar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Pearson Correlation ◽  
Negative Relationship ◽  
Survey Method ◽  
Employee Turnover Intentions ◽  
The Relationship

Employee turnover has become a key performance indicator for many organizations as they struggle to retain talented employees. The negative impact of turnover on organizational performance has continually forced organizational leaders to seek better ways of retaining valuable employees. The relationship between man and work has always attracted the attention of philosophers. A major part of men’s life is spent at work. Work is social reality and social expectation to which men seem to conform. It not only provides status to the individual but also binds him to the society. An employee who is satisfied with his job would perform his duties well and be committed to his job, and subsequently to his organization. This paper examines relationship among job satisfaction, organizational commitment and employees’ turnover intentions at Unilever Corporation in Nigeria. The data for this study was collected from 117 employees currently working at Unilever Nigeria PLC using the survey method via the questionnaire. Pearson Correlation and the multiple regression analysis techniques using the SPSS version 22.0 was used for the data analysis. The findings of the study revealed that both job satisfaction and organizational commitment have significant negative relationship with employee turnover intentions. In addition, organizational commitment was revealed to have a more dorminant influence on employee turnover intentions than job satisfaction. Based on these findings, the implications, recommendations, practice, and theory were discussed.

Influence of personal mastery on organizational performance through organizational learning and innovation in large firms and SMEs

Technovation ◽  
2007 ◽  
Vol 27 (9) ◽  
pp. 547-568 ◽  
Author(s):  
Víctor J. García-Morales ◽  
Francisco Javier Lloréns-Montes ◽  
Antonio J. Verdú-Jover
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Large Firms ◽  
Personal Mastery

scholarly journals Organizational Learning and Motivation: Assessing the impact on Employee Performance

2016 ◽  
Vol 5 (2) ◽  
pp. 355 ◽  
Author(s):  
Puja Sareen ◽  
Parikshit Joshi
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Positive Impact ◽  
Employee Performance ◽  
Employee Motivation ◽  
Primary Data ◽  
Hygiene Factors ◽  
And Performance ◽  
The Impact

<em>Organizational learning has the potential to improve organizational performance. For any organization to sustain long term benefits it requires to establish a mechanism to tap the knowledge and use this knowledge in taking future decisions. This study tries to capture the role of Organizational Learning and Employee Motivation and its impact on the Employees’ Performance. The study is exploratory and descriptive in nature. The questionnaire used for primary data collection has its items collected and derived from various standardized questionnaires available. The analysis of the primary data shows that there is a positive correlation between Organizational Learning and Organizational Performance. On understanding Herzberg theory of motivation the study came to conclusion that employees consider hygiene factors of motivation more significant than the motivator factors. The motivation level of employees in an organization has positive impact on the overall performance of any organization. The study helps the organizations to understand the relationship between learning and performance considering motivation as a mediating variable. </em>

TRANSFORMATIONAL LEADERSHIP AND ENERGIZING ORGANIZATIONAL LEARNING: EMPIRICAL MODEL FOR IMPROVING COMMUNITY-BASED ECO-TOURISM PERFORMANCE IN INDONESIA

2021 ◽  
Vol 38 (4) ◽  
pp. 1135-1142
Author(s):  
Aneu YULIANEU ◽  
◽  
Augusty Tae FERDINAND ◽  
Ratno PURNOMO ◽  
◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Learning Process ◽  
Field Survey ◽  
Organization Performance ◽  
Community Based ◽  
Tourism Sector ◽  
Tourism Organization ◽  
Tourism Community

This paper aimed to examine the effect of transformational leadership, energizing organizational learning and teamwork efficacy on improving Indonesia community-based eco-tourism organization performance. A field survey was conducted in the Tasikmalaya tourism sector. A total of 205 eco-tourism workers were surveyed to obtain data. This study offered a conceptual model for variable proposed to improve the eco-tourism community performance. The findings show that transformational leadership and energizing the organizational learning process positively affects organizational performance in the eco-tourism community. The author argues that energizing the organizational learning process mediates the relation between transformational leadership and organizational performance. This study addressed gaps in transformational leadership literature and practices by examining the interactions between energizing organizational learning process and eco-tourism workers teamwork's efficacy.

The Performance Effects of Using Business Intelligence Systems for Exploitation and Exploration Learning

2015 ◽  
Vol 30 (3) ◽  
pp. 1-31 ◽  
Author(s):  
Michael T. Lee ◽  
Sally K. Widener
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Control Systems ◽  
Business Intelligence ◽  
Recent Literature ◽  
Management Control ◽  
Business Intelligence Systems ◽  
System Use ◽  
Performance Effects ◽  
Exploitation And Exploration

ABSTRACT Accounting researchers are becoming increasingly interested in the performance effects of business intelligence (BI) systems in their role as management control systems. Extant research focuses on the performance effects of adopting and implementing such systems. However, there is less known about how organizations use the information in BI systems for management control once implemented, and whether the use of this information translates into organizational performance. We utilize the theoretical connection between information systems and organizational learning to explain the performance effects of BI system use through organizational learning. Evidence from recent literature indicates the need for organizations to engage in exploitation and exploration learning in pursuit of organizational ambidexterity. Our study draws on agenda setting and framing theories to provide insights that will enable organizations to strategically use the information in two fundamental BI systems to emphasize either or both modes of learning. Subsequently, we examine whether the two modes of learning translate into performance.

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2015 ◽  
pp. 164-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

2019 ◽  
pp. 879-891
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This chapter describes the concept of strategic human resource management (SHRM), the concept of electronic human resource management (e-HRM), the importance of SHRM in modern organizations, and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The chapter argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

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