Dissertations (Ed. D.)--Rowan University, 2008 / Typescript. "UMI Number: 3306987"--T.p. verso. Includes bibliographical references.

M.Phil. / This study was aimed at gaining a deeper understanding of employees' perceptions of workplace learning. It furthermore represents a documentation of these perceptions in the form of this report. The essay examines perspectives on workplace learning, literature on "learning organisations", as well as the current legislative framework for workplace learning, as provided by the Skills Development Act. This report highlights aspects of the Act that are congruent with learning organisation theory. A qualitative research design was utilised for exploring the perceptions of employees for this study. The primary data collection instrument was semi-structured, in-depth interviews conducted with participants in the workplace context. Thereafter, data was analysed using the constant comparative method in order to search for recurring themes and patterns. Findings which emerged from the data analysis reveal that Human Resources, which is currently an outsourced function of the organisation in question, needs to be an integral part of organisational life to coordinate and account for learning. Furthermore, a more coordinated system of knowledge management is required within the workplace in order to encourage learning, and provide information and serve as institutional memory. The third finding involves the creation of an enabling environment that will enhance learning within the workplace. The creation of a knowledge base, as well as having someone in the workplace responsible for learning, concurs with aspects of the Skills Development Act, as well as learning organisation theory.

South African Technical (SAT) is an Aircraft Maintenance and Repair Organisation. SAT provides a wide range of services to its customers, ranging from minor- to major maintenance schedules. Technological advances in the global aircraft repair and maintenance industry combined with the transition to a democratic government and the resultant effects of globalisation introduced the organisation to a process of change with an impetus on efficiency and competitiveness. The focus of this study is to understand how the SAT training department could contribute to organisational change towards a learning organisation. This research articulates that only employees who are educationally, socially and mentally prepared for a changing workplace will be able to reap the benefits from global integration. It is further reasoned that the best-placed organisations in the global context will be those that are able to adapt to the learning organisation vision. People in learning organisations continually expand their capacity to create the results they truly desire, they nurture new and expansive patterns of thinking and they continually explore learning together. This study was placed within a qualitative research paradigm. A phenomenological design presented the study with opportunities to analyse, interpret, and describe the perceptions, feelings and experiences of the participants. Eight semi-structured individual interviews provided data for the purposes of this study. The data was analysed to identify categories, themes and sub-themes. The five main themes discussed were organisational learning, organisational culture, organisational change, globalisation and knowledge management. They were linked to the theory of learning organisations and were based on the findings of the data. / Dr. K. Steenekamp Prof. K.C. Moloi

Engineering is believed to be one of the oldest professions and it is estimated that engineering existed 10 000 centuries B.C (Before Christ). Engineering plays an important role in making the environment safer, making daily lives more convenient and also contributes to countries’ economic developments. Engineering has advanced in such a way that it is difficult to survive without some kind of engineering these days. The same as engineering, knowledge management also dates back to biblical times just after creation. Knowledge management is not only applied in organisations, but also within communities, societies, and families. Engineering organisations rely the most on past discoveries and product information (knowledge) in order to solve engineering related problems. Due to globalisation of markets and products, shortage of skills and technological advancement, knowledge has become one of the main competitive factors of many organisations. Therefore engineering organisations need to have knowledge management strategies if they are to stay competitive. Different engineering organisations might have similar knowledge management strategies or different knowledge management strategies depending on organisational size, structure and culture and service offered or product offered. Against this background, this study sought to discover what knowledge management strategies are currently implemented in engineering organisations and recommend on strategies that can be implemented and how they can be implemented. The study is based on a review of literature on engineering, engineering organisations, knowledge and knowledge management and a structured questionnaire on knowledge management in engineering organisations. The population for the study was all engineering organisation employees and the engineering organisations in the Eastern Cape Province of South Africa were sampled for the survey.

The twenty-first century is an era where corporate and small businesses alike have to give way to what has been termed the ‘knowledge era’. Knowledge management is regarded as the most important factor in the mainstream of the business fraternity in ensuring sustainability within organisations. Because knowledge management is an integral part of managerial activity in a number of organisations, the broader economic environment and social life today, it is imperative that organisations must be knowledge-driven. Equally important are the associated knowledge management implementation strategies. Based on the literature study and the survey of the branch managerial teams in FNB branches in the Nelson Mandela Metropolitan in Port Elizabeth, it was concluded that FNB partly applied specified concepts to embrace an innovation culture in the organisation. The concepts specified included innovative competency, leadership initiative, customer engagement, staff engagement and personal desire, at both individual and FNB level. In order to attain the objective of the empirical study, survey results were evaluated in order to establish whether the above mentioned concepts were applied. A sample of fifty five (55) managerial members from fifteen (15) branches were surveyed. The responses obtained from the respondents were analysed and compared with the matters raised in the literature review. Leadership initiative appeared to be the most important critical factor in driving knowledge management culture in the organisation. However, it was established that personal desire, both at individual and FNB level, were misaligned to knowledge management. This implied that the organisation was not yielding full benefits from their employees in ensuring that management optimise on the employees’ skills, qualifications and expertise. Conclusions, research gaps and recommendations were formulated for the FNB’s promotion of innovative competency, leadership initiative, customer engagement, staff engagement and personal desire, both at individual and FNB levels. The empirical results were satisfactory and informative. Leadership initiative appeared to be the most critical factor in driving knowledge management culture in the organisation.

In this study the survey was conducted at an automotive component manufacturer to examine the theory about what influence knowledge sharing within an organisation. The evaluation would assist in improving knowledge sharing by indicating which strategies are appropriate for management to enhance knowledge sharing within the organisation. Organisations lose expertise and knowledge because of employee movements and old employees that have retired. The literature review was done as a guidance to test what influences employees to share their knowledge. Based on the survey and literature study that was conducted it was concluded that by making resources available, employee personality traits, giving employee recognition, encouraging better social environment within the organisation and job design that would make it easy for knowledge to flow amongst employees that will elevate knowledge sharing within the organisation. The conclusion and recommendation were formulated for management at the end of the study.

Dissertation submitted to the School of Economic & Business Sciences in fulfilment for the requirements of award of the degree: PhD Business Sciences (Human Resources Management) in the Faculty of Commerce, Law and Management, University of the Witwatersrand. / Many organisations claim that Human Resources are their critical resource. However, what is most critical is not merely the human resources but how the Human Resources are managed. Human Resource Management is achieved through practices that the firm implements; these give the firm sustained competitive advantage. Many studies have found positive and significant relationship between HR management and firm performance. Previous studies have also studied reverse causality investigating whether organisational performance affects HR management policies and found significant positive relationship implying that it is good performing organisations that can afford adopting HRM practices. The purpose of this study was to investigate whether organisational performance motivates how employees behave at work in the reverse causality in the agricultural manufacturing firms in Malawi. To achieve this purpose a survey design was adopted using quantitative research strategy. Data were collected from a probability sample of 77 managers and 308 employees totalling 385 participants. Descriptive and inferential statistics using Structural Equation Modelling (SEM) were used to analyse and test seven hypotheses. The proposed relationships were tested using a number of statistical methods. Adequate reliability was achieved on all measurement scales. Confirmatory factor analysis was conducted on the content and structure of the measured constructs and were confirmed necessary. Reasonable fit was achieved for all the refined measurement models. A Lisrel based SEM was applied to examine whether the model fitted the data obtained from the sample and test the relationships between latent variables. Consistent with previous research; results of SEM revealed that Human Resource Management (HRM) practices are significant correlates of organisational performance. Further results showed positive relationships between business strategy and HRM practices; HRM practices and organisational performance. Significant negative relationship was found between employee attitudes and employee behaviour and employee behaviour and organisational performance. / TL2019

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This study considered the question: "What is the nature of the nexus between strategic planning and organizational learning, and how does it operate in a specific organization?" A single case study using the narrative inquiry approach was conducted at the National Aeronautics and Space Administration (NASA) Headquarters in Washington, DC. The research found a mature strategic planning process at NASA supported by a wide variety of active and ongoing organizational learning activities, of both an explicit and implicit nature. Based solely on the current research, the nexus between strategic planning and organizational learning is defined as a fluid, dynamic interplay and relationship within an organization that at times is an explicit, implicit, and sometimes even accidental process that uses an organization's strategic plan to: develop an informed workforce; store, transfer, and retrieve knowledge and data; create an awareness and understanding of the external environment; initiate behavioral change based on past experience; support a culture of learning; maintain an active communications network; encourage continuous improvement; and involve and inform customers and stakeholders. As a single case study, the research cannot explain all organization behavior and activity as it relates to strategic planning and organizational learning. However the study provided a first look at the nature and composition of the nexus between the two constructs in the context of a government agency. Research similar to the current study is suggested in organizations of various sizes as well as in non-government organizations, such as private industry, academia, and the non-profit sectors. Future research is suggested in areas such as the effect of organizational learning on competitive advantage, which was not addressed in the current study, but is suggested in the literature. Finally, research is suggested in organizations that do not have a strategic planning process that has achieved the level of maturity found at NASA. / Ph. D.

Thesis advisor: Rebecca Lowenhaupt / This qualitative case study examined the organizational learning mechanisms utilized by a district superintendent and their impact on principals’ learning. Examining recent curriculum reform efforts, the study concentrated on a small sample of building principals within a mid-sized urban public school district. Grounded in both organizational and situated learning theories, the research focused on organizational learning mechanisms and the interplay created by their implementation through the analysis of interview data and documents. Findings highlighted how the superintendent interpreted and distributed information to principals. In addition, findings showed the impact that superintendent-initiated processes, behaviors, and structures had on principal learning. The study provided strong evidence that the superintendent under study took steps to create district structures to support organizational learning. Moreover, principal data showed the impact of these structures on principals’ perceived learning. / Thesis (EdD) — Boston College, 2016. / Submitted to: Boston College. Lynch School of Education. / Discipline: Educational Leadership and Higher Education.