Employee’s Learning in the Organization - A Study of Knowledge Based Industries

Kuruppuge, Ravindra Hewa; Gregar, Aleš

doi:10.2478/fman-2018-0002

Cited by 4 publications

(3 citation statements)

References 24 publications

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“…Bothma and Roodt (2013) defined turnover intention as "the final step in the decision-making process before a person actually leaves a workplace" (p. 2). Kuruppuge and Gregar (2018) also defined turnover intention as "the mental readiness of employees to leave the firm" (p. 16). Thereby, lowering the turnover intention of talented employees will result in a gain to organizational performance because when an employee's action changes from intending to leaving to actually leaving, it puts the organization in an unfavorable position by increasing costs related to recruiting and training, as well as lowering productivity level (George, 2015;Susilawati & Darma, 2019).…”

Section: Literature Review the Influence Of Olc On Turnover Intentionsmentioning

confidence: 99%

If and to What Extent Does Organizational Learning Culture Predict Turnover Intentions of Telecommuting Call Center Agents?

2023

AJM

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This study focuses on measuring the relationship between organizational learning culture (OLC) and turnover intentions of telecommuting call center agents. Although many studies involve the call center industry from different perspectives, the literature is scant in studies that have assessed the relationship between OLC and turnover intent in telecommuting call center agents. Call centers exist in almost every organization worldwide. Organizations have centralized their customer service process through computerbased technologies allowing call center agents to work from home. In addition, in the post-COVID-19 era, telecommuting has become a permanent option for many call center employees. Indeed, in the call center industry, telecommuting has become an essential part of the business strategy that seeks to attract new and maintain current employees. In the call center industry, learning is a factor that influences job satisfaction and turnover intentions. Specifically, OLC increases job satisfaction and performance in telecommuting call center agents, influencing employees' turnover intentions. The study's findings indicate that OLC is a needed factor that helps lower turnover intentions of telecommuting call center agents in the United States.

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Section: Literature Review the Influence Of Olc On Turnover Intentionsmentioning

confidence: 99%

If and to What Extent Does Organizational Learning Culture Predict Turnover Intentions of Telecommuting Call Center Agents?

2023

AJM

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“…When people know that they will leave their job, they are less motivated to learn new things as it does not seem useful to them (Kuruppuge & Gregar, 2018). Furthermore, preliminary evidence from interviews with 20 employees, who were introduced to a new technology, indicated that time until retirement played a role in experiencing that technology as useful (Ouadahi, 2008).…”

Section: A Motivational Pathway Via Future Time Perspective and Perce...mentioning

confidence: 99%

Getting Ready for the Future, Is It Worth It? A Dual Pathway Model of Age and Technology Acceptance at Work

Fasbender

Gerpott

Rinker

2022

Work, Aging and Retirement

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Rapid technological advancements and global workforce aging shape the future of work. Drawing on the technology acceptance model, our study aims to connect the literature on aging with the research on technology use in organizations. At its heart, the technology acceptance model suggests that the two core components, perceived usefulness and perceived ease of use, predict the attitude toward a new technology. We connect these components with two age-related processes: first, we suggest a motivational pathway via future time perspective, including one’s perceived future opportunities and remaining time at work. Second, we propose a capability pathway via cognitive constraints, including one’s perceived struggle to process new information (i.e., perceived processing speed difficulties) and the perceived struggle to organize one’s work (i.e., perceived organization difficulties). Moreover, we explore digital leadership as a potential buffer to the detrimental relations between age and technology acceptance. We preregistered our hypotheses and tested them using three-wave data from 643 employees. Our findings support our hypotheses for the motivational pathway, showing that age is negatively linked to attitude toward new technology via future time perspective and subsequent perceived usefulness as well as perceived ease of use. Digital leadership buffered the negative indirect relations between age and attitude toward new technology. For the capability pathway, the results were the opposite of what we expected. Together, our findings put the link between age and technology acceptance into a more positive light than previous research and suggest that motivational and capability-related forces are interwoven in predicting attitude toward new technology.

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“…However, in previous studies, employees’ learning behavior has usually been regarded as a relatively stable variable for an individual. Those studies found that many factors could affect employee learning behavior, such as organizational environment (O’Leary and Studer, 2001), employees’ organizational identification (Kuruppuge and Gregar, 2018) and knowledge sharing (Eid and Nuhu, 2011). However, ignoring the fact that employees’ learning behavior might vary within person across time could lead to missing out the complexity of human behavior.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

When does daily job performance motivate learning behavior? The stimulation of high turnover rate

Zhang

Tse

et al. 2021

JKM

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Purpose This study aims to investigate whether and how a high turnover rate stimulates employees to engage more in learning behavior. Design/methodology/approach Drawing on self-regulation theory, the authors suggest that the motive for employees to engage in learning behavior is to improve themselves. Such a need can be activated when they reflect on themselves and realize the discrepancy between their current selves and desired future selves. The authors argue that the employees’ perceived poor performance at daily work may induce their desire for self-improvement via making the future work selves salient, and in turn engage more in learning behavior. This is particularly so when turnover rate is high because employees may be alert of and concerned more about their own poor performance. In an experience sampling study, the authors obtained evidence for these hypotheses. Findings When turnover rate was high, employees’ poor performance increased salience of future work selves, which in turn facilitated their learning behavior. This relationship was not significant when turnover rate was low. Originality/value Contrary to the typical view that high turnover rate leads to knowledge loss for the companies, the present study findings suggest that it could also serve as a motivational factor facilitating employees’ learning behavior, which is an important way to increase knowledge pool of the companies.

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Employee’s Learning in the Organization - A Study of Knowledge Based Industries

Cited by 4 publications

References 24 publications

If and to What Extent Does Organizational Learning Culture Predict Turnover Intentions of Telecommuting Call Center Agents?

If and to What Extent Does Organizational Learning Culture Predict Turnover Intentions of Telecommuting Call Center Agents?

Getting Ready for the Future, Is It Worth It? A Dual Pathway Model of Age and Technology Acceptance at Work

When does daily job performance motivate learning behavior? The stimulation of high turnover rate

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