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Creating a learning climate: a South African study

Creating a learning climate: a South African study Purpose – The purpose of this study is to ascertain whether there were differences in how one public and two private South African organizations created a learning climate. Design/methodology/approach – This article is based on a survey and comparative analysis of specific departments in a chemical and gas company, an insurance company, and a semi‐private state‐owned organization (SPSOO) to establish dimensions that foster the creation of a learning climate. Findings – The findings indicated that management support, autonomy and responsibility, time, the opportunity to develop, and guidelines to access information were pivotal in the creation of a learning climate and varied across organizations. Research limitations/implications – The results indicated that variations across departments within each of these three organizations relating to employees' perceptions of a learning climate were not considered. Practical implications – The study revealed that a learning climate can be created in different types of organizations through organizational, group and individual drivers. It further revealed that the strategy in creating a climate of learning should be aligned with the organization's structure, culture and goals. Originality/value – This article makes a contribution to the literature on talent development in organizations as it indicates that different strategies can be utilized in successfully creating a learning climate in different types of organizations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Creating a learning climate: a South African study

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References (35)

Publisher
Emerald Publishing
Copyright
Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696471311288492
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this study is to ascertain whether there were differences in how one public and two private South African organizations created a learning climate. Design/methodology/approach – This article is based on a survey and comparative analysis of specific departments in a chemical and gas company, an insurance company, and a semi‐private state‐owned organization (SPSOO) to establish dimensions that foster the creation of a learning climate. Findings – The findings indicated that management support, autonomy and responsibility, time, the opportunity to develop, and guidelines to access information were pivotal in the creation of a learning climate and varied across organizations. Research limitations/implications – The results indicated that variations across departments within each of these three organizations relating to employees' perceptions of a learning climate were not considered. Practical implications – The study revealed that a learning climate can be created in different types of organizations through organizational, group and individual drivers. It further revealed that the strategy in creating a climate of learning should be aligned with the organization's structure, culture and goals. Originality/value – This article makes a contribution to the literature on talent development in organizations as it indicates that different strategies can be utilized in successfully creating a learning climate in different types of organizations.

Journal

The Learning Organization – Emerald Publishing

Published: Jan 4, 2013

Keywords: Learning Climate Questionnaire; Dimensions of a learning climate; Analysis of variance; Friedman procedure; Learning organizations; South Africa

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