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Organizational learning is the process of creating, retaining, and transferring knowledge within an organization. An organization improves over time as it gains experience. From this experience, it is able to create knowledge. This knowledge is broad, covering any topic that could better an organization.
Needs assessments in the training and development context often reveal employee and management-specific skills to develop (e.g. for new employees), organizational-wide problems to address (e.g. performance issues), adaptations needed to suit changing environments (e.g. new technology), or employee development needs (e.g. career planning).
If an employee's performance is unsatisfactory, the employer may set out a performance improvement plan (PIP) to help the employee improve. [3] [4] This may be because the employee is failing to meet the goals for their role or due to other problems such as poor behavior or interpersonal skills. [5]
The benefit of team or shared learning is that staff learn more quickly [3] and the problem solving capacity of the organization is improved through better access to knowledge and expertise. [10] Learning organizations have structures that facilitate team learning with features such as boundary crossing and openness. [7]
For example, after completing a safety course, transfer of training occurs when the employee uses learned safety behaviors in their work environment. [1] Theoretically, transfer of training is a specific application of the theory of transfer of learning that describes the positive, zero, or negative performance outcomes of a training program. [2]
Low-level or "front-line" managers also act as role models for their employees. In some types of work, front-line managers may also do some of the same tasks that employees do, at least some of the time. For example, in some restaurants, the front-line managers will also serve customers during a very busy period of the day.