Today's organization has shifted its focus to its greatest resource, its people. Therefore, the organization is finding it important to invest in personnel and structures to acquire a competitive advantage in an environment that supports organizational learning. Consequently, organizational learning has become one of the important factors in organizational development. This study reinforced the value of organizational learning relative to organizational performance within various industries. Through the assessment of a generic set of key organizational learning capabilities and the organizational structure, the study reinforced the value of organizational learning relative to organizational performance. The study examined these capabilities and factors to assess how they influenced the learning capability of organizations to facilitate organizational learning and how they impacted performance. The study results indicated that learning capabilities do not contribute significantly to increased organizational performance instead, the non-financial factors such as job satisfaction and the formalization of the organizational structure seemed to have the most impact on organizational performance. The study suggested that as upper management perceived their organization to have strict rules, controls and checks; the better the financial performance of these companies. This may indicate that organizations seemed to desire formalized structures in order to produce higher reported financial performance. These results may go against the conventional assertion that bureaucracy stifles creativity and fosters dissatisfaction however; the perception inherently exists. Therefore, organizations need to allocate more resources to the non financial factors versus the financial factors in order to increase productivity and develop a viable learning environment.
|Subjects||Management; Organizational behavior|
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