learning organization
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2022 ◽  
Vol 10 (1) ◽  
pp. 1-11
Kholil Kholil ◽  
Amri K

Cases of work accidents are still happening today, including the construction service company. It indicates that the safety performance of construction service companies is not optimal, so it is important and needs to be investigated, especially safety culture, organizational communication, learning organization, and transformational leadership. Hence, this study explores the role of organizational communication in mediating the influence of transformational leadership and learning organization on safety culture and safety performance. The study used a quantitative approach through a survey with a questionnaire instrument designed on a Likert scale. The participant is 218 workers of PT. Waskita Karya (Persero) Tbk. Data analysis using structural equation modeling. The results showed that  transformational leadership, learning organization, and safety culture had a positive and significant direct effect on work safety performance and safety culture, in addition the result also  confirm that the key success factor for safety performance is   organizational communication.   Based on these findings, practically it is recommended that organizational communication among the workforce needs to be improved continuously to make a greater contribution to safety culture and performance.  

Owner ◽  
2022 ◽  
Vol 6 (1) ◽  
pp. 160-175
Indra Muis ◽  
Puji Isyanto

This study aims to explain the implementation of transformational leadership, knowledge management, learning organization, and organizational performance at private universities in West Java province and examine the effect of transformational leadership and knowledge management on organizational performance mediated by learning organization. The unit of analysis is the head of a private university campus in West Java Province, Indonesia. Respondents were 38 rectors and vice rectors from 59 private universities and the sampling technique is simple random sampling. Data are analyzed by using Partial Least Square (PLS) technique. The results show that all the measured independent variables and the mediator have very good values, but the dependent variable has good values ??and is still needed to be improved. In addition, transformational leadership and knowledge management have a significant and positive effect on learning organization. Learning organization also has a significant and positive effect on organizational performance. It can be concluded that all higher education leaders need to apply transformational leadership, knowledge management and learning organizations to improve their organizational performance. Leaders at the university level need to encourage all employees to develop learning strategies and provide learning opportunities for their employees. In addition, they also need to develop open discussion and communication between employees so that employees can share knowledge and skills to solve problems they face in doing their jobs.

2022 ◽  
Vol 12 (2) ◽  
pp. 117-124 ◽  
Sulaiman Olusegun Atiku ◽  
Godwin Kaisara ◽  
Stewart Kaupa ◽  
Hylton Villet

This study examines the dimensions of learning organization essential in enhancing Human Resources (HR) effectiveness towards the attainment of the strategic objectives of commercial banks operating in Nigeria. This study adopted a survey research design following a quantitative approach for data collection and analysis procedure. The respondents (professional bankers) were selected using a convenience sampling technique. A structured questionnaire was designed and administered to 305 respondents in the participating commercial banks. The data was analysed using a variance-based structural equation modelling via SmartPLS, version 3.2.9. The results showcased specific learning dimensions to consider in designing learning and development interventions for HR effectiveness in commercial banks. There is a dearth of literature on the specific learning dimensions that play a prominent role in ensuring HR effectiveness in the banking industry in developing countries, particularly in Nigeria. The outcomes of this study contribute to the extant literature and assist HR business partners in adding value to commercial banks through HR effectiveness.

2021 ◽  
Vol 13 (3) ◽  
pp. 2529-2534
Ansori Ansori

This study aims to determine the effect of coaching systems, learning organizations, and academic culture on task commitment. A survey and path analysis technique was used in the study. The study was conducted in an education institution (Indonesian Navy) using a proportional random sample of 52 lecturers. The data analysis revealed a direct correlation between task commitment, coaching system, learning organization, and academic culture. Finally, the study concludes that the coaching system's impact and the learning organization's influence on task commitment are critical. As a result, it is recommended that some programs be developed to strengthen the coaching system and learning organization.

2021 ◽  
Vol 1 (3) ◽  
pp. 115-124
Ani Agus Puspawati ◽  
Vina Karmilasari ◽  
Susana Indriyati Caturiani ◽  
Rahayu Sulistiowati

Literasi learning organization pada pengurus Persaudaraan Muslimah (Salimah) Kota Bandar Lampung bertujuan untuk 1) Meningkatkan partisipasi/ keaktifan pengurus daerah dan anggota Salimah Kota Bandar Lampung. 2) Meningkatkan efektivitas program kerja sehingga dapat berjalan dengan baik. 3) Membentuk sinergitas program antara pengurus cabang dan pengurus daerah. Metode yang dilakukan terdiri dari tiga tahapan: 1) Analisis situasi dilakukan melalui penelusuran penelitian dan kajian tema yang berkaitan. 2) Intervensi Objek: dengan ceramah -tema ceramah: a) Mental model dan personal mastery; b) Shared vision, team learning; dan c) Komunikasi efektif-, focus group discussion, dan pendampingan. 3) Evaluasi dan Refleksi. Secara kuantitatif nilai rata-rata peserta sebelum dilaksanakan kegiatan adalah 70,19 dan mengalami kenaikan menjadi 80,31 setelah dilaksanakan kegiatan pelatihan. Kenaikan rata-rata sebesar 10,12 poin.

2021 ◽  
Vol 26 (4) ◽  
pp. 47-59
Marcin Kłak

The main purpose of this study is to present conceptual principles of the learning organisation as a modern form of functioning of contemporary organisations and enterprises and the awareness of the dominant role of intangible resources. The most important factor that protects organizations from solidifying is knowledge. In an organization, knowledge is produced by people and these people learn. However, learning alone is not sufficient for the success of the organization. For a lasting and sustainable process, organizational learning is required. Knowledge, on the other hand, is inextricably linked to human capital, which is now the most valuable resource of the new forms of organisation.

Novi Trisnawati ◽  

The existence of SMEs has an important role in improving people's living standards, as well as in economic development. The purpose of this study is to analyze the confirmatory factors of competitive advantage, learning organization and SME performance. Analysis of the data used in the study using confirmatory factor analysis (CFA) techniques, the results of the study show that the learning organization of SMEs in this study was formed by indicators of system thinking development, mentality model development, personal skills, teamwork and flexibility and indicators that are considered to have the greatest contribution. or the most powerful form of learning organization variable is teamwork. The competitive advantage of SMEs is formed by indicators of resources adding positive value, resources are unique or rare, resources are difficult to imitate and resources cannot be replaced by other sources and indicators that are considered to have the largest or strongest contribution to form competitive advantage variables are difficult resources. imitated. The performance of SMEs is formed by indicators of financial performance, innovative performance, production performance and marketing performance and the indicator that is considered to have the largest or strongest contribution in shaping the performance variable of SMEs is financial performance.

2021 ◽  
Vol 13 (24) ◽  
pp. 13988
Mohd Izham Mohd Hamzah ◽  
Nurul Sahadila Abd Rani ◽  
Mohd Effendi Ewan Mohd Matore

(1) Background: This study is aimed at determining the strengthening process level, the learning organization level, and the indicator of change level among District Education Offices (PPDs’). This study aims to investigate the perceptions of the Head of District Education Officers and their use of change indicators in enhancing District Education Offices and their learning organization practices. (2) Methods: By using a mixed-method approach through an explanatory sequential design, a survey was conducted and 93 Head of District Education Officers throughout Malaysia were selected using the survey method through questionnaire. To identify the respondents, the study employed group sampling and strata random sampling techniques and the data analysis was conducted using the Statistical Packages for Social Sciences software. Then, the qualitative study involved five Head of District Education Officers and two Program Managers who were chosen through purposive and snowball sampling. Through semi-structured interviews, data were then collected, and themes were formulated and analyzed using Nvivo 11. (3) Results: The results of the descriptive analysis show that the strengthening process level, the learning organization level, and the change indicator level in the District Education Office, are all high. Thus, the research findings illuminate six theme of change indicators, i.e., namely, Head of District Education Officers Roles and Responsibilities, Program Manager Roles and Responsibilities, School Improvement Partner+ (SIP+) Roles and Responsibilities and School Improvement Specialist Coaches+ (SISC+) Roles and Responsibilities, Performance Dialogue, Provision Management, Key Performance Indicators (KPI), Dashboard and PPD Excellence Rating. (4) Conclusions: This study offers insights into how the PPDs’ can utilize, as a reference for monitoring, the implemented changes in the District Transformation Program, to see if they are on the right track, and also as treatment to deal with any conflicts or issues in the transformational programme.

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