Exploring the relationship between organizational learning and career resilience among faculty members at Qatar University

2011 ◽  
Vol 25 (6) ◽  
pp. 635-650 ◽  
Author(s):  
Abdullah M. Abu‐Tineh
2018 ◽  
Vol 3 (2) ◽  
pp. 114-136
Author(s):  
Eman I AHMED

Faculty engagement has been proved to be a critical driver of the universities’ efficiency and effectiveness. The first step towards building an engaged workforce is to get a measure of faculty perceptions of their engagement level to their universities. Accordingly, the purpose of this paper is to investigate the faculty members' engagement in the Imam Abdulrahman Bin Faisal University. It examines the relationship between the faculty professional variablesand their level of engagement to their institutions. William Kahn's (1990) three-component model of employee engagement was partially adapted as a framework to measure the faculty members' engagement. A questionnaire was used to better address the objective of this study. The data were obtained from the Imam Abdulrahman Bin Faisal University (Dammam University) through an internet-based survey. The validity and the reliability of the questionnaire has been evaluated and reported. Results of the analyses show that cognitive engagement is reported to be higher than both the emotional and physical engagement, with a mean rating of 4.040 and a standard deviation of .487, based on the five-point scale. Given the engagement level of the faculty members in this study, the university administrators should develop policies, and strategies that encourage and support engagement among faculty members at the University in order to maximize their engagement. Policy makers must also take into consideration the needs of the faculty members


2020 ◽  
Vol 12 (6) ◽  
pp. 2407 ◽  
Author(s):  
Jaffar Abbas ◽  
Qingyu Zhang ◽  
Iftikhar Hussain ◽  
Sabahat Akram ◽  
Aneeqa Afaq ◽  
...  

This current study is among the very few investigations, which seeks the relationship between knowledge management and sustainable organizational innovation in garment business firms. This investigation focused on examining how organizational learning mediates the relationship between knowledge management and sustainable organizational innovation. This research establishes that knowledge management and organizational innovation procedures are integral parts of the progress and survival of the organizations. The received data of this population reports on the garment firms, operating their businesses in Lahore and Gujranwala. The study applied a stratified random sampling method for data collection and employed structural equation modeling (SEM) to examine the hypothesized relationships. The results specify that knowledge management shows a significant positive association with organizational learning, which in turn reveals a positive linkage to sustainable organizational innovation in SMEs of the garment industry. The study results also specify that organizational learning mediates the relationship between knowledge management and sustainable organizational innovation. This research survey identifies the significance of knowledge management and organizational learning in executing the process of organizational innovation, and it helps business managers to understand organizational learning as a mediator, which in turn indicates the benefits of knowledge management in achieving sustainable organizational innovation. This review provides an empirical indication of original data to investigate the linkage between knowledge management, sustainable innovation process, and organizational learning culture in the Pakistani garment sector. The generalizability of the study fallouts is restricted to the garment industry, and it offers valuable insights for imminent researchers.


2009 ◽  
Vol 32 (2) ◽  
pp. 87-100 ◽  
Author(s):  
Christopher Murray ◽  
Allison Lombardi ◽  
Carol T. Wren ◽  
Christopher Keys

This investigation examined the relationship between prior disability-focused training and university faculty members' attitudes towards students with learning disabilities (LD). A survey containing items designed to measure faculty attitudes was sent to all full-time faculty at one university. Analyses of 198 responses indicated that faculty who had received some form of disability-focused training scored higher on factors pertaining to Willingness to Provide Exam Accommodations, Fairness and Sensitivity, General Knowledge About LD, Willingness to Personally Invest in Students with LD, and personal actions, such as Inviting Disclosure and Providing Accommodations, and lower scores on negatively valenced factors than did faculty who had not received prior training. Faculty who had previously attended disability-related workshops and courses reported the most positive attitudes, followed by faculty who had participated in “other” forms of training (i.e., reading books and articles or visiting websites) and faculty who had received no prior training. The total number of types of training experienced and time spent engaged in training was predictive of faculty attitudes as well as faculty-reported satisfaction with prior training. Implications of the findings are discussed.


PEDIATRICS ◽  
1981 ◽  
Vol 68 (2) ◽  
pp. A54-A54
Author(s):  
J. F. L.

A. Bartlett Giamatti, the president of Yale University has deplored the "mounting wave of regulation" and "requirements for massive amounts of paperwork" that he said Federal agencies heaped upon researchers supported by Government grants. Echoing a strong note of discontent voiced by many active in university-based scientific research, Mr Giamatti said "excessive or unthinking regulation" had damaged the relationship between government and universities. "There is a powerful resentment on all sides, and distrust," he told 500 people at the opening dinner of the annual Association of Yale Alumni assembly. "A radical skepticism bordering on open contempt for our centers of learning surfaces again." Researchers at universities across the country have been protesting strongly against a government regulation, put into effect three months ago, that requires them to complete detailed "personnel activity reports" before they are reimbursed for "indirect costs"–overhead expenses–incurred during their work. Of $68 million Yale received in federal funds last year, Mr Giamatti said, $21 mfflion was for "indirect costs." Under the new rule, researchers at Stanford University say they will have to complete 80,000 reports instead of the present 3,000, at a cost of between $250,000 and $300,000, Mr. Giamatti told the assembly, quoting from an article in Science magazine. Critics also point to a 1968 Bureau of the Budget report evaluating time and effort reports when the original A-21 regulation, written in 1958, was revised in 1967 to include these reports. "Time or effort reports now required of faculty members are meaningless and a waste of time," the 1968 report says.


2019 ◽  
Vol 68 (7) ◽  
pp. 1208-1234 ◽  
Author(s):  
Muhammad Irfani Hendri

Purpose The purpose of this paper is to test the effect of organizational learning on employees’ job satisfaction, the effect of organizational learning on the employees’ organizational commitment, the effect of the organizational learning on employees’ performance, the effect of job satisfaction on the employees’ performance and the effect of organizational commitment on employees’ performance in PTPN XIII (Limited Liability Company) in West Kalimantan. Design/methodology/approach The population in this research refers to all employees of PTPN XIII (Limited Liability Company) in West Kalimantan, with the criteria that the employees are from class III‒IV (population of access). The size of the sample is determined by using the partial least square approach, which is 10 times of the size of formative indicator, that is, job satisfaction with five indicators plus employee performance with eight indicators, with the total being 13 × 10 = 130 employees. The sampling method used is proportional random sampling technique, which is based on work area (three working areas: Head Office, West Kalimantan I District and West Kalimantan District II). Findings Learning organization has a significant and positive effect on job satisfaction and organizational commitment, but it has no significant effect on the employee performance. Job satisfaction and organizational commitment have a significant effect on employee performance. Originality/value The phenomenon that existed in PTPN XIII (Limited Liability Company) and referring from various previous research results, the study regarding employee performance was conducted using organizational learning variable as an exogenous variable and using job satisfaction and organizational commitment variable as an intervening variable. Robbins (1996) revealed that the relationship between organizational learning and performance is not very close. It is necessary to have other variables that can reinforce the relationship and to determine the extent to which the organizational learning can contribute to the improvement of the performance.


Author(s):  
Samar Fahed Al-Faleh

The study aimed to identify the level of social support (support by friends, support from the family, support by the teacher), and to analyze the relationship between social support and achievement among students of High school students in government schools. The study followed descriptive analytical approach based on a questionnaire applied to 137 students of Karak government schools. The study found that the students get moderate level of social support; the study showed that the level of friends support came first, followed by teacher support, followed by family support, and found a relationship between social support and achievement in Students of Karak government schools. In light of the results, the study recommended several recommendations, the most important of which is to sensitize parents and faculty members about the importance of social support.


Author(s):  
Agadah Mienipre ◽  
Omoankhanlen Akhigbe

The purpose of this study was to investigate the relationship between Organizational learning capability and firm innovativeness of manufacturing firms in the south-south of Nigeria. The study offers an empirical assessment of the relationship as based on its model – 4 null hypothetical statements are put forward. The research design adopted was the cross-sectional survey and data for this study was generated from managers and key personnel of the target organizations using structured questionnaire. The study adopted the Spearman’s rank order correlation in its assessment for the bivariate correlations between dimensions of organizational learning capability (managerial commitment and system orientation) and measures of firm innovativeness (propensity to create new products and propensity to create new processes). The findings reveal significant relationships between dimensions of organizational learning capability and the measures of firm innovativeness. In conclusion, it was stated that organizational learning capability, through dimensions such as managerial commitment and system orientation, offers the necessary support, orientation and knowledge control for enhancing firm innovativeness.


Author(s):  
Raduan Che Rose ◽  
Naresh Kumar ◽  
Ong Gua Pak

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt;"><span style="color: black; font-size: 10pt; mso-ansi-language: EN-GB;" lang="EN-GB"><span style="font-family: Times New Roman;">The literature review reveals that there is a relationship between organizational learning organizational commitment, job satisfaction and work performance. However, it is apparent that the integrated relationships between these variables have not been found to be reported. Hence, we examine the relationship among these variables using a sample of public service managers in Malaysia. Organizational learning was found positively related to organizational commitment, job satisfaction, and work performance. Organizational commitment and job satisfaction are also positively related with work performance and these variables partially mediate the relationship between organizational learning and work performance. Implication of the study and suggestions for future research been discussed in this paper.</span></span></p>


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