فرهنگ يادگيري سازماني، اثربخشي مديريتي و توانمند سازي روان شناختي: پيش بيني كننده هاي يادگيري در محيط كار

Organizational learning culture, managerial effectiveness and psychological empowerment: Predictors of workplace learning

هدف از انجام اين پژوهش، بررسي روابط مستقيم و غيرمستقيم فرهنگ يادگيري سازماني، اثربخشي مديريتي و توانمندسازي روان شناختي با يادگيري كاركنان در محيط كار بود. در اين پژوهش همبستگي، داده ها با مشاركت 117 نفر از كاركنان دو سازمان دولتي در شهر تهران گردآوري شد. براي جمع آوري اطلاعات از چهار پرسش نامه استاندارد فرهنگ يادگيري سازماني، اثربخشي مديريتي، توانمندسازي روان شناختي و يادگيري در محيط كار استفاده شد. روايي تمامي ابزارها از طريق بررسي روايي سازه با استفاده از نرم افزار Smart PLS تاييد شد. يافته هاي پژوهش نشان داد متغير يادگيري در محيط كار به طور مستقيم و غيرمستقيم از متغيرهاي فرهنگ يادگيري سازماني و اثربخشي مديريتي و به طور مستقيم از متغير توانمندسازي روان شناختي تاثير مي پذيرد. همچنين فرهنگ يادگيري سازماني اثر مستقيم و غيرمستقيم معني داري بر توانمندسازي روان شناختي و اثربخشي مديريتي دارد. اثربخشي مديريتي تنها اثر مستقيم معني داري بر توانمندسازي روان شناختي دارد. با توجه به اين يافته ها، فرهنگ يادگيري سازماني بيشترين تاثير را بر يادگيري كاركنان در محيط كار دارد. اين نتايج اهميت فرهنگ سازماني را براي مديران آشكار مي كند و در ترغيب آن ها به ارتقاي فرهنگ يادگيري در سازمان و تبديل آن به يك سازمان يادگيرنده كمك مي كند.

Learning in the workplace can be seen as a way to improve communication processes. Learning not only helps to improve individual and organizational performance but also enhance the integrity of the process that requires the interaction of people and the environment; environmental learning as a process of formal and informal relationships transfers technical knowledge, culture and norms. Previous research about learning at work insisted on the process of collective learning and social communication at work. Understanding workplace learning means to detect complications and social processes of individual and organizational contexts that have an impact on the socialization. Various variables in the workplace can influence the individuals, groups and organizations learning. Good learning environment can encourage employees to stay in the organization for a long time. The purpose of this study was to investigate the direct and indirect relationships between organizational learning culture, managerial effectiveness, psychological empowerment and workplace learning. Research hypotheses According to empirical literature review, direct and indirect relationships between the variables of organizational learning culture, managerial effectiveness, psychological empowerment and the workplace learning, in this study six hypotheses were investigated: 1) organizational learning culture increases managerial effectiveness; 2) organizational learning culture facilitates learning in the workplace; 3) organizational learning culture will facilitate the psychological empowerment; 4) the effectiveness of managerial increases workplace learning; 5) employees' psychological empowerment improve learning in the workplace 6) psychological empowerment is improved by the managerial effectiveness. Methods In this correlational study (structural equation modeling), the internal relationship between exogenous construct, organizational learning culture, and endogenous, managerial effectiveness, psychological empowerment and workplace learning were investigated. Data with the participation of 117 employees of two public organizations in Tehran were gathered. The population included all employees of the two organizations excepting those who had less than one year of work experience because these staff did not have the opportunity to gain experience on the field. Information in this study was collected by using four standard questionnaires: a) Learning organization questionnaire (Marsick and Watkins, 2003) with 7 items, b) Psychological empowerment questionnaire (Spreitzer, 1995) with 12 items c) Managerial effectiveness inventory (Denison et al. 1995) with 5 items and d) Workplace learning questionnaire (Reio, 1997) with 18 items. The validity of all instruments was investigated by confirmatory factor analysis and testing of the average variance extracted (AVE). The Cronbach's alpha coefficients (between 0.79 and 0.94) verified the reliability of the questionnaires. In order to test the hypotheses or structural equation model of organizational learning culture, managerial effectiveness, psychological empowerment and workplace learning Smart PLS was used. Results More than half of the participants were aged between 30 and 39. The work experience of 45.30% of the participants was between 10 and 19 years. Also 44% of respondents were males. According to the results the highest average learning in the workplace related to the relationship (28.3) and the highest mean of organizational learning culture related to the communications system (2.71). The correlations among all variables were significant. The highest significant correlation between "managerial effectiveness" and "learning in the workplace" (r = 0.63) and the lowest significant correlation between "managerial effectiveness" and "psychological empowerment" (r = 0.50) have been reported. Based on the model of this study, organizational learning culture, managerial effectiveness, psychological empowerment and learning in the workplace were entered into the analysis The finding of this study determined that organizational learning culture, managerial effectiveness, and psychological empowerment had a significant direct and indirect effect, through managerial effectiveness, and psychological empowerment on workplace learning. In particular, organizational learning culture had a strong impact (Total effect = 0.62) on workplace learning. Organizational learning culture had significant direct and indirect effects on the psychological empowerment and managerial effectiveness. Finally, the results showed that managerial effectiveness had a significant direct effect on the psychological empowerment. Discussion and Conclusion Based on these results, organizational learning culture had the greatest role directly and indirectly by improving management effectiveness and psychological empowerment and influenced the employees learning in the workplace. These results revealed the importance of organizational culture for managers who might be encouraged to promote a culture of learning in the organization. In this study, social aspect of learning in the workplace is considered and psychological and economic factors such as the strength of the organization, use of technology, management values and identity have not been studied.