Motivating reflection habits and raising employee awareness of learning

2020 ◽  
Vol 8 (2) ◽  
pp. 161-175
Author(s):  
Michele Rigolizzo ◽  
Zhu Zhu
Keyword(s):  
Informal Learning ◽  
Employee Engagement ◽  
Large Scale ◽  
Human Resources Management ◽  
Learning Opportunities ◽  
Content Type ◽  
Working Adults ◽  
Raising Awareness ◽  
Large Scale Field ◽  
Learning And Cognition

PurposeWhile research has shown reflection is a valuable part of individual learning, developing reflection habits has remained notoriously difficult, particularly for working adults. We explore whether an intervention of being able to review previous reflections will affect employee engagement in future reflection activities and raise their awareness of learning opportunities at work.Design/methodology/approachWe conducted a large-scale field experiment, including 136 employees from an international bank in Europe, in which participants were asked to reflect twice a week for eight weeks. Participants were randomly assigned to either a group that was given access to their previous reflections, or a group that was not.FindingsWe found that individuals who were able to see their previous reflections wrote significantly more subsequent reflections than the other group. In addition, those who could see their previous reflections used more words related to learning and cognition.Practical implicationsOften employees may feel they are only learning when they attend formal trainings. However, this paper provides concrete guidance for how human resources management (HRM) managers can boost employees’ informal learning and awareness of the learning opportunities inherent in challenging work.Originality/valueThis study furthers research on using HRM interventions to facilitate informal learning activities, in particular, methods to motivate systematic reflections and raising awareness of learning opportunities. Our findings suggest that developing habits of reflection and improving awareness of learning opportunities encompasses more than simply writing reflections, but should include processing previous writings.

scholarly journals Learning opportunities in rheumatology practice: a qualitative study

2015 ◽  
Vol 27 (4) ◽  
pp. 282-297 ◽  
Author(s):  
Margit Saskia Neher ◽  
Christian Ståhl ◽  
Per Nilsen
Keyword(s):  
Informal Learning ◽  
Workplace Learning ◽  
Professional Education ◽  
Qualitative Content Analysis ◽  
Daily Practice ◽  
Learning Opportunities ◽  
Study Data ◽  
Work Processes ◽  
Content Type ◽  
Rheumatology Practice

Purpose – This paper aims to explore what opportunities for learning practitioners in rheumatology perceive of in their daily practice, using a typology of workplace learning to categorize these opportunities. Design/methodology/approach – Thirty-six practitioners from different professions in rheumatology were interviewed. Data were analyzed using conventional qualitative content analysis with a directed approach, and were categorized according to a typology of formal and informal learning. Findings – The typology was adjusted to fit the categories resulting from the analysis. Further analysis showed that work processes with learning as a by-product in general, and relationships with other people in the workplace in particular, were perceived as important for learning in the workplace. The use of many recognized learning opportunities was lower. Barriers for learning were a perceived low leadership awareness of learning opportunities and factors relating to workload and the organization of work. Research limitations/implications – The generalizability of results from all qualitative inquiries is limited by nature, and the issue of transferability to other contexts is for the reader to decide. Further studies will need to confirm the results of the study, as well as the proposed enhancement of the typology with which the results were categorized. Practical implications – The study highlights the importance of relationships in the workplace for informal learning in rheumatology practice. In the clinical context, locally adapted strategies at organizational and individual levels are needed to maximize opportunities for both professional and interprofessional informal learning, taking the importance of personal relationships into account. The findings also suggest a need for increased continuing professional education in the specialty. Originality/value – The workplace learning typology that was used in the study showed good applicability to empirical health-care study data, but may need further development. The study confirmed that informal workplace learning is an important part of learning in rheumatology. Further studies are needed to clarify how informal and formal learning in the rheumatology clinic may be supported in workplaces with different characteristics.

Organizational learning through informal ties

2019 ◽  
Vol 34 (1) ◽  
pp. 40-42
Keyword(s):  
Informal Learning ◽  
Design Methodology ◽  
Reading Time ◽  
Learning Opportunities ◽  
Social Mechanisms ◽  
Content Type ◽  
External Stakeholders ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Informal learning ties posses scope to play a substantial role in the development of professionals. Creating such ties with different key internal and external stakeholders provides a valuable source of learning opportunities. Different social mechanisms can influence network creation and enhance the quality of learning that emerges as a result. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals SME innovation and learning: the role of networks and crisis events

2013 ◽  
Vol 38 (1/2) ◽  
pp. 136-149 ◽  
Author(s):  
Mark N.K. Saunders ◽  
David E. Gray ◽  
Harshita Goregaokar
Keyword(s):  
Informal Learning ◽  
Mixed Method ◽  
Large Scale ◽  
Learning Experience ◽  
Opportunity To Learn ◽  
Shared Vision ◽  
Structured Interviews ◽  
Content Type ◽  
Crisis Events

Purpose – The purpose of this paper is to contribute to the literature on innovation and entrepreneurial learning by exploring how SMEs learn and innovate, how they use both formal and informal learning and in particular the role of networks and crisis events within their learning experience. Design/methodology/approach – Mixed method study, comprising 13 focus groups, over 1,000 questionnaire responses from SME managers, and 20 case studies derived from semi-structured interviews. Findings – SMEs have a strong commitment to learning, and a shared vision. Much of this learning is informal through network events, mentoring or coaching. SMEs that are innovative are significantly more committed to learning than those which are less innovative, seeing employee learning as an investment. Innovative SMEs are more likely to have a shared vision, be open-minded and to learn from crises, being able to reflect on their experiences. Research limitations/implications – There is a need for further process driven qualitative research to understand the interrelationship between, particularly informal, learning, crisis events and SME innovation. Practical implications – SME owners need opportunities and time for reflection as a means of stimulating personal learning – particularly the opportunity to learn from crisis events. Access to mentors (often outside the business) can be important here, as are informal networks. Originality/value – This is one of the first mixed method large scale studies to explore the relationship between SME innovation and learning, highlighting the importance of informal learning to innovation and the need for SME leaders to foster this learning as part of a shared organisational vision.

scholarly journals Recognition of prior learning: opportunities and challenges for higher education

2015 ◽  
Vol 7 (1) ◽  
pp. 28-37 ◽  
Author(s):  
Jonathan Garnett ◽  
Angele Cavaye
Keyword(s):  
Higher Education ◽  
Informal Learning ◽  
Learning Opportunities ◽  
Formal Learning ◽  
Learning From Experience ◽  
Prior Learning ◽  
Content Type ◽  
Recognition Of Prior Learning ◽  
Academic Recognition ◽  
Business And Management

Purpose Recognition of prior learning (RPL) is a process by which both formal learning for recognised awards, informal learning from experience and non-formal learning for uncertificated but planned learning is given academic recognition. The paper aims to discuss these issues. Design/methodology/approach This paper refers to international developments in RPL and then focuses upon the extensive and innovative use of RPL by Middlesex University and the developing RPL work at the Australian Institute of Business. Findings The Middlesex experience of recognition of learning from experience as part of the development of customised work-based learning programmes demonstrates the potential of RPL for business and management programmes. Originality/value The use of RPL for admission and/or credit in standard programmes enables individuals to have their work-based knowledge acknowledged as relevant, worthwhile and equivalent to learning obtained in the higher education classroom.

Talent development in the digital age: a neuroscience perspective

2016 ◽  
Vol 48 (2) ◽  
pp. 74-79 ◽  
Author(s):  
Walter McFarland ◽  
David Jestaz
Keyword(s):  
Organizational Change ◽  
Organizational Performance ◽  
Employee Engagement ◽  
Large Scale ◽  
Practical Implication ◽  
Talent Development ◽  
Research Literature ◽  
Future Research ◽  
Content Type ◽  
Global Workforce

Purpose – The purpose of this paper is to suggest a relationship between talent development and organizational change, and to invite more research on this topic. Design/methodology/approach – This is a viewpoint of the authors and not a research paper. It is designed to stimulate thinking and research. Findings – There are no findings. The paper suggests that the expanded use of talent development interventions may improve workforce engagement in organizational change and invites more thinking and research. Research limitations/implications – It is not a research piece, a viewpoint only. Practical implications – One practical implication of future research is to better understand the link between neuroscience, talent development and change if any. Social implications – Several indicators– including Gallup’s most recent Global Workforce Study are suggesting profoundly low levels of employee engagement globally. One reason suggested in sheer volume and complexity of organizational change. In effect, people may be overwhelmed. Better understanding how to engage people generally, and specifically during times of large-scale organizational change may contribute to both the working lives of people and to overall organizational performance. For this reason, more research is needed. Originality/value – The link between talent development and organizational change has, for the most part, not been explored in the research literature. The potential value of brain science in informing this link has not been explored either. For the most part, the connections discussed here are original and, with rigorous research, could inform employee engagement and organizational change.

Linkage between TPM, people management and organizational performance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abul Bashar ◽  
Ahsan Akhtar Hasin ◽  
Nadim Jahangir
Keyword(s):  
Organizational Performance ◽  
Employee Engagement ◽  
Empirical Data ◽  
Structural Equation ◽  
Large Scale ◽  
Apparel Industry ◽  
Mediating Effect ◽  
Operational Performance ◽  
Equation Modeling ◽  
Content Type

PurposeThe purpose of this paper is to explore an empirical investigation of the linkage between total productive maintenance (TPM), people management (PEM) and organizational performance in the apparel industry of Bangladesh. This study also explores the direct and mediating effect of TPM on organizational performance.Design/methodology/approachEmpirical data were collected using a close-ended structured questionnaire from 227 small, medium and large-scale garment manufacturing industries. The causal relationships between PEM, TPM and organizational performance were examined using structural equation modeling.FindingsThe findings of this study have provided significant evidence that the PEM has both direct and indirect impact (through TPM) on organizational performance. The results of the analysis also indicated that TPM has direct and mediating effects on operational performance.Research limitations/implicationsData for measuring PEM practices and organizational performance were collected from the same source, assuming that PEM practices are uniform across the organization. Therefore, response bias is not unexpected.Originality/valueThis study explores the interdimensional linkage between PEM, TPM and organizational performance and argues based on the empirical data in the context of the apparel industry in Bangladesh. The apparel industry is a complex manufacturing system synchronizing man, machine and material. The findings provide empirical evidence that employee engagement and practice of TPM will enhance the operational performance of the apparel industries.

Taking on the challenge

2019 ◽  
Vol 28 (1) ◽  
pp. 27-29
Keyword(s):  
Informal Learning ◽  
Goal Orientation ◽  
Case Studies ◽  
Reading Time ◽  
Need For Cognition ◽  
Learning Opportunities ◽  
Content Type ◽  
Learning Goal Orientation ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings The study finds that people who score highly in three key personality traits – learning goal orientation, curiosity and need for cognition are more likely to choose a more challenging task over an easy task, despite a lack of monetary incentivization. This suggests that these three characteristics predict learning readiness in workers, who need to be willing as well as able to take on informal learning opportunities in order to further develop their skills and capabilities in the workplace. Originality The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Customer attrition analysis in the securities industry: a large-scale field study in Korea

2019 ◽  
Vol 38 (3) ◽  
pp. 561-577
Author(s):  
Yongkil Ahn ◽  
Dongyeon Kim ◽  
Dong-Joo Lee
Keyword(s):  
Financial Services ◽  
Large Scale ◽  
Investment Banking ◽  
Data Set ◽  
Content Type ◽  
Study Results ◽  
Scale Field ◽  
Large Scale Field ◽  
Securities Industry ◽  
Customer Attrition

Purpose The purpose of this paper is to identify the attributes that predict customer attrition behavior in the brokerage and investment banking sectors. Design/methodology/approach The authors analyze the complete stock trading records and customer profiles of 458,098 retail customers from a Korean brokerage house. The authors develop customer attrition prediction models and further explore the practicality of these models using statistical classification techniques. Findings The results from three different binary selection models indicate that customer transaction patterns effectively explain the attrition of active retail customers in subsequent periods. The study results demonstrate that monetary value variables are the most critical for predicting customer attrition in the securities industry. Research limitations/implications This study contributes to the customer attrition literature by documenting the first large-scale field-based evidence that confirms the practicality of the canonical recency, frequency and monetary (RFM) framework in the investment banking and brokerage industry. The findings advance previous survey-based studies in the financial services industry by identifying the attributes that predict customer attrition behaviors in the securities industry. Practical implications The outcomes can be easily operationalized for attrition prediction by practitioners in financial service firms. Moreover, the ex post density of inactive customers in the top 10 percent most-likely-to-churn group is estimated to be five to six times the ex ante unconditional attrition ratio, which ascertains that the attributes recognized in this study work well for the purpose of target marketing. Originality/value While the securities industry is regarded as one of the most information-intensive industries, detailed empirical investigation into customer attrition in the field has lagged behind partly due to the lack of suitable securities transaction data and demographic information at the customer level. The current research fills this gap in the literature by taking advantage of a large-scale field data set and offers a starting point for more elaborate studies on the drivers of customer attrition in the financial services sector.

scholarly journals Employee perceptions of diversity management in the hospitality industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Trishna G. Mistry ◽  
Fevzi Okumus ◽  
Marissa Orlowski
Keyword(s):  
Employee Engagement ◽  
Structural Equation ◽  
Hospitality Industry ◽  
Human Resources Management ◽  
Diversity Management ◽  
Employee Attitudes ◽  
Equation Modeling ◽  
Content Type ◽  
And Behavior ◽  
Attitudes And Behavior

PurposeDiversity management is of great importance in the hospitality industry, resulting in a host of constructive consequences if managed effectively. However, there is a deficiency of investigation surrounding the outcomes of diversity management on the employees' attitudes and behavior in the hospitality industry. This research sought to investigate the influence of diversity management on workers' performance and conduct in the hospitality industry.Design/methodology/approachThis quantitative study used survey data from 565 hospitality industry employees. Structural equation modeling was used to test the relationships from the research model.FindingsThis study identified a relationship between diversity management and positive workforce-related outcomes, including job performance, service innovation behavior and employee engagement in the hospitality industry.Research limitations/implicationsThe findings of this study will push the confines of diversity management scholarship and initiate new paths of academic inquiry. Hospitality industry managers can also identify the benefits of effective diversity management as a consequence of this study.Originality/valueThis research contributes to the growing literature on diversity management as an essential aspect of human resources management in promoting positive employee attitudes and behaviors.

Boosting engagement by improving an organization’s perceived learning environment

2019 ◽  
Vol 27 (3) ◽  
pp. 7-9
Keyword(s):  
Learning Environment ◽  
Employee Engagement ◽  
Design Methodology ◽  
Reading Time ◽  
Learning Opportunities ◽  
Perceived Learning ◽  
Content Type ◽  
Pertinent Information ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the relationship between the perceived learning environment of an organization, employee engagement, and the commercially desirable extra-role behaviors of proactivity, creativity, and knowledge sharing. Employees who perceive their learning opportunities and experiences at work to be positive become more engaged in their work, which directly stimulates them to apply their creativity, to share knowledge with colleagues and to perform their roles proactively. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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