Structural model of employee involvement in skill development activity: The role of individual differences

Successful Workplace Learning: Moderating Effect of Organizational Culture

“…Workplace learning literature that studied learning outcomes as result of workplace learning, they reported various outcomes such as skills and abilities, employees' work performance, motivation to transfer learning, knowledge, organizational performance, and organizational commitment (Lankau and Scandura, 2002;Enos et al, 2003;Tsai and Tai, 2003;Velada et al, 2007;Dysvik and Kuvaas, 2008;Maurer et al, 2008;Park, 2009). Many researchers argue about importance of learning for improving job performance but they mentioned that is not sufficient (Bates et al, 2000;Velada et al, 2007).…”

Understanding employees' professional development

“…Up to now studies have been inclined to treat employee informal workplace learning as a connected whole (e.g. Birdi et al, 1997;Hurtz & Williams, 2009;Maurer, Lippstreu, & Judge, 2008). The findings of the interaction effects suggest that self-construal factors can differentiate the three types of informal workplace learning, suggesting that each type of learning activity must have its unique characteristics.…”

“…Previous studies in this field have had a strong focus on the influence of motivational variables related to learning, such as employees' self-efficacy, learning goal orientation, learning motivation, perceived benefits and perceived learning qualities (e.g. Birdi, Allen, & Warr, 1997;Maurer et al 2003;Maurer et al 2008;Noe & Wilk, 1993;Orvis & Leffler, 2011;Runhaar, Sanders, & Yang, 2010). This strong focus on the influence of motivational factors has limited other approaches to employee professional development to develop further.…”

“…Previous studies have made it clear that both individual differences factors and situational factors were relevant to employee professional development (e.g. Maurer et al, 2003;Maurer et al, 2008;Noe & Wilk, 1993). This type of research has resulted in a list of relevant and irrelevant factors for employee professional development.…”

“…Billet, 2001;Ellström, 2001), scholars have investigated the influence of such individual differences factors as self-efficacy, learning motivation, and enjoyment of helping others, and such situational factors as peer support and work support (e.g. Lin, 2007;Levy, Cober, & Miller, 2002;Maurer, Weiss, & Barbeite, 2003;Maurer, Lippstreu, & Judge, 2008;Noe & Wilk, 1993). However, most studies have investigated the direct effects of either individual differences or situational factors on employees' professional development (Lohman, 2005;Kwakman, 2003), and studies on the interaction between these factors are lacking (Orvis & Leffler, 2011).…”