Comparing managers’ and non-managers’ learning and competencies

Abstract

Purpose The purpose of this study is to empirically explore how managers differ from non-managers with regard to learning skills as competencies and learning style in a public-sector work setting. The paper also examined how learning style affects competency development. Design/methodology/approach This study applied Kolb’s experiential learning theory concomitant with its instruments to analyze 12 skills and 4 learning styles. A total of 457 government officers from the Indonesian Ministry of Finance and Ministry of Internal Affairs participated in this study, including 112 managers and 345 non-managers. Findings The study had four major findings. Although the two groups were similar in technology skills, managers had stronger skills than non-managers in leadership, relationship, helping, sense making, information gathering, information analysis, theory building, quantitative analysis, goal setting, action and initiative. Relationship skills were important for both managers and non-managers. Managers were more abstract and less concrete learners than non-managers. The learning style with more thinking over feeling affected learning skills development much more than the learning style with more acting over reflecting. Originality/value Using experiential learning theory, this study has clarified what competencies of managers are more developed than those of non-managers and how the two groups learn differently.

Informal workplace learning and employability: The mediating role of competency development among financial sector employees in Bhutan

“…The outcomes of the research align harmoniously with prior investigations that underscore the paramount significance of IWL in elevating employees' competencies. In the context of the banking sector, the study pinpointed professional, personal, and social competencies as pivotal aspects, substantiating existing research that underscores the relevance of these competencies within financial institutions [10,19,20,24,49,62] .…”

Unraveling the Nexus: Exploring informal workplace learning, competency development, and employability through a mixed method approach

“…The research indicates a significant positive impact of IWL activities on employee competency development, particularly within financial institutions [1,4,28,32,47] . Respondents predominantly rely on reflective practices and learning from experience and action to enhance their competencies.…”

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