transforming bureaucratic organization into learning
TRANSCRIPT
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Transforming Bureaucratic Organization into Learning
Organization: Role of Job Performance and Creativity in
Learning Organizations
Dr. MUHAMMAD MAJID MAHMOOD BAGRAM Associate Professor, Department of Business Administration,
Allama Iqbal Open University, Islamabad, Pakistan.
Email: [email protected]
Dr. MUHAMMAD SAFDAR REHMAN CEO, Multi Emerging Solutions, Toronto, Canada.
SAQIB SAEED Advocate, Member IBA, MS (Management Sciences),
Department of Business Administration,
Allama Iqbal Open University, Islamabad, Pakistan.
Abstract
The present research tries to study the concept and characteristics of learning organizations, based on
Peter Senge’s original model ‘The Fifth Discipline’ (personal mastery, shared vision, mental model, team
learning and system thinking) in Pakistan’s private and public sectors. This explanatory study is conducted
to determine the structural relationship of learning organization and its dimensions with job performance
and creativity. In order to conduct this correlational study, the primary data have been collected by
distributing questionnaires to employees in 5 public and private organizations of Pakistan and after
primary data collection, the researchers performed parametric testing via regression analysis and inter-
correlational matrix. Our statistical analysis results have proved that there is a highly significant
relationship between learning organization and its dimensions, having a direct and positive relationship
with job performance and creativity. The idea of learning organization has increased acceptance in private
and public sectors and popular researches on this issue are on the relationship of learning organization
with its ultimate consequences, such as increased creativity, increased job performance, increased
capacity, increased innovation, increased productivity and increased higher competitive advantage for
organizations. Nevertheless, many researchers have conducted the said research in the private sectors but
paid little attention towards public sectors of Pakistan. This research is aimed to fill the gap by
introducing and discussing the concept of learning organizations which demonstrate the relevant steps in
transforming private and public organizations into learning organizations.
Keywords: Learning Organization (LO), Personal Mastery (PM), Shared Vision (SV), Mental Model (MM),
Team Learning (TL), System Thinking (ST), Job Performance (JP), Creativity (C).
Introduction
The world of business is facing different challenges day by day and different new approaches are being
adopted to cope up with all the challenges. Businesses are now so much in competition with each other that
they result in application of new approaches to properly manage their business in the wars of competition.
Now organizations are striving to gain maximum knowledge so that they can build their skills, form new
efficient systems to motivate their workforce and align all the employees under the same purpose. With the
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advancement of technology, there are number of challenges in various organizations. If the firms want to
launch new services, develop new markets for their businesses and to retain the skillful employees, the
most important factor is to create and learn knowledge (Dodgson 1993 & Tsang 1997). To meet all these
challenges, organizations are adopting the concept of LO. Organizations need to understand that if they
want to build learning culture in their organizations, it will not build in short span of time as it is a
continuous process (Marleen Huysman, 2000).
The evolution in the concept of LO from the last few years has gained the acceptance in public and private
sectors because of increased global rivalry and hasty changing technology that have become increasingly
essential to the organizations (Gardiner, Leat, & Sadler- Smith, 2001). There is lack of empirical evidence
on how to transform the learning from the individual employees to the organization, how organizations
learn, how the performance of employees will improve (Mavrinac, 2005 & Maden, 2011). Senge 1994 has
worked so hard in making people understand the concept of LO. According to him, management and
employees have key roles in implementation of learning culture. So implementing the learning culture has
greatly impacted on the JP of employees. It is predicted in the study of Mavrinac, 2005 that the idea of
organizational learning arises through the individuals and work groups because it is the natural need and
want of every human and it is “boundary less” and gives every individual employee a supportive
environment and culture. Several authors believe that the LO is transformational and motivates
organizations to follow a learning culture (Mavrinac, 2005 & Maden, 2011).
The concept of a „LO has come out with the approach to build their learning competence at all levels of the
organization, uses in a way that is integrated with its work (Davis & Daley, 2008). In the study of Alexiou,
2005 it is stated that the LO is the key of all the problems which are faced by the structured and
bureaucratic organizations. LO refers to a particular type of organization that is culturally and structurally
organized such that innovation, creativity, performance, participation, SV, and total quality management in
employee‟s work can be assured.
It is really important to know that how much JP is affected by introducing and implementing the learning
culture in the organizations and in what direction. In this context, it is equally important to know how much
creativity and innovation process can be affected by creating the learning culture in organizations.
Nevertheless, the majority of the studies on LO had focused on private sectors and paid little attention
towards public sectors. The people are not much aware about the concept of LO (Maden, 2011).
The purpose of this study is to fill the above mentioned gaps to transform organizations into LO by defining
the existing relationship among the learning organizations with employee`s JP, and creativity because the
thought of the LO is still new and people don‟t know what does it mean. The idea of LO is not widespread
and implemented in organizations yet (Levine, 2001).
Learning
In the previous studies, it is stated that learning is the essential component not only in academic fields but
also in organizations as it assists organizations towards change (Symon, 2000). According to (Argyris and
Schön 1978; Garratt 1987; Handy 1989; Senge 1990; Nonaka 1996), learning is a continuous process which
can never decline but it gives opportunity to organizations to reinvent. It gives the open and supportive
environment to total system of the organization and thinks beyond the individuals and teams who come and
go because it is the natural need of every human and present everywhere e.g., pursue organizational culture.
Learning can be defined as the change in attitude and behavior of individuals due to certain experiences
(Mavrinac, 2005; Levine, 2001).
Furthermore, there are three loops of learning namely Single Loop (SL), Double Loop (DL) and Triple
Loop TL) of Learning. In SL of learning, for instance, employees have to obey the decisions of their
supervisors that is do as directed. Whatever is ordered is obeyed as it is without any change, improvement
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or correction. In DL of learning, the employees may give suggestions, like how to improve any working
method, better teaching methodologies, improvements, changes and so on. In TL of learning, there is a
concept of unlearning in which one has to neutralize, bring changes then implement these suggested
changes. In nutshell, it can be said that TL of learning is recommended. There is creativity and innovation
in case of learning organization as employees are given flexibility not only in their thinking but also in their
actions. Employees as a result of TL of learning learn more, have low resistance towards change, more
participative in official matters, more effective two-way communication and so on.
The researchers after going through detailed literature review came to a conclusion that learning is a
prerequisite to creativity and innovation. People who lack learning environment are reactive in most cases
instead of being proactive. Out of the box thinking also comes in learning organizations as there is high
motivation among employees towards their responsibilities. As it is a known fact that there are three phases
namely creativity, critical thinking and innovation. All of these three phases are mandatory and are
interdependent on each other. In the article of (Sun, 2003) Collins COBUILD Dictionary, defines learning
as “the process of gaining knowledge through studying.”
Learning Organization
Numerous authors have worked on different perspectives of LO and define LO in different behaviors.
According to Peter Senge, 1990, “learning organizations are those that are continually expanding their
capacity to create their future require a fundamental shift of mind among their members.”
After the Fifth Discipline of Peter Senge “The Art & Practice of the LO” the concept of LO exploded and
gets admired (Mavrinac, 2005). He stated that few organizations will invest in learning organization if the
results were exclusively to “expanding its capacity” (Senge, 1990; King, 2001). Garvin in 1993 also give
definition of LO as “there is an ongoing increase in the abilities and competencies of individuals
performing in organizations.” He stated that there should be more specific definitions needed if the working
managers want to derive value from the idea. According to him, few firms would be willing to invest in LO
if the results are solely being “modifying of behavior” (Garvin 1993). Many authors, practitioners and
executive‟s discussions on the LO concluded that the Garvin view about learning organization is
insufficient because it doesn‟t include the view about organizational results (King, 2001). Furthermore,
when people give a different response to the same stimulus then real learning occurs as we may move
towards creativity and innovation. When employees give similar responses to the same stimulus then it is
not the example of a learning organization. It is therefore necessary for learning that people are giving
different responses when they are asked about their opinions in any same situation or challenge. It is
generally observed that in most cases people are giving similar responses hence one can call these robotic
responses as we already know how they will respond. In this situation, there is lack of creativity or
innovation.
Field and Ford (1995, p. 24) define the LO as:
“an organization with a well-developed capacity for double-loop learning; where there is ongoing attention
to learning how to learn; where the key aspects of organizational functioning support learning”.
According to Nevis et al. (1995, p. 73) LO means:
“The capacity or processes within an organization to maintain or improve performance based on
experience”.
LO is important for organizational survival for the health and wealth in rapidly changing environment
because it develop higher valued knowledge, information, changing behaviors of individual, improves the
output of the organization and set up the abilities to understand the organizational culture, working
environment, processes, creates, acquire and communicates daily working activities and do some changes
where there is need for the better and improved results (Levine, 2001, Mavrinac, 2005 & King, 2001).
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Watkins and Golembiewski (1995, p. 88) define LO as:
“Involves creating systems which put in place long term capacities to capture knowledge, to support
creation, and empower continuous transformation”.
The organizational members continuously transform organization by finding the solutions for the problems
and promote the improvements to enhance the competitiveness of the organization (Shieh, 2011). Learning
is a process by which the members of the organization construct their knowledge, skills, capabilities,
communication, ideas so on through learner (Sun, 2003). Organizations create learning environment for the
continuous change as there are seven distinct that tells how organizations develop as LO namely create
constant learning opportunities, support inquiry and dialogue, persuade team learning and work, build
system, empower people, associate the organization with its environment, and provide strategic leadership
for learning (Davis & Daley, 2008).
Learning is not a sole activity which is possible alone to contribute in the enhancement of the activities, it is
the cumulative effect. By transforming the organization towards LO, the JP, Total Quality Management and
Creativity also positively affected by this. LO is the best answer to the question that is, how the
organization can best survive in the changing environment? (Love, Li, Faniran, & Olusegun, 2000).
We can find different models of LO like Senge‟s (1990) model on the LO with a name of Fifth Discipline
and the model given by Pedler et al.‟s (1989) “Learning Company”, but Senge‟s model is more suitable
than the model which is given by Pedler et al.‟s (1989) and other authors. In this research paper, the
researcher followed the Senge‟s model of LO. As we mentioned earlier that there are five components of
Senge‟s model with the name of “Five Disciplines” namely; PM, SV, MM, TL and ST. The fifth
Discipline, ST, is the one discipline that binds the other four disciplines.
Dimensions of Learning Organization
Peter Senge categorizes LO into five components in his book “The Fifth Discipline” these are PM, SV,
MM, TL and ST (Senge 1990 & Mavrinac, 2005). Senge defines personal mastery as the strengths of
employees who know about their organizational values and also know about their actual performance. It
means, employees know well about their actual and desired performance as a result have a good idea about
their performance differences. These employees are also proactive who plan in advance mostly. Employees
are the most important asset of any organization and every employee in the organization has some values,
aims and beliefs. It is impossible for an organization to learn without individual learning. So, personal
mastery is a motivational force that helps to achieve the objectives of an organization.
Organizations pay so much attention to select the employees of SV. For the achievement of organization‟s
goals and objectives, it is very important that all the employees have SV, they must know that what are the
goals and what their roles are in achieving those goals. All employees should have purpose and vision that
result in better organizational performance.
The MM are a cognitive process that focuses on the thinking of employees. How one person views the
external world in his mind, how he creates meanings of the external things into his mind, how he interprets
the meanings and how he creates sense from these meanings, all these reflect from MM of a person.
Communication and cooperation among the employees are very important. Employees should work and
learn as a team. Better results can be achieved through teamwork because in this way, employees bring into
line their purpose and energies which result in creating the TL culture in an organization. A team can
recognize a general agreement of the acquired customer knowledge if they are able to carry out
communication and cooperation in the track of learning.
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Everything in the world is interrelated hence it is incorrect to say that there are some practices in the
business world that are not related. Organizations have complex set of interrelated activities therefore, it is
significant to acknowledge the systematic linkages of all the processes of an organization.
Job Performance
The key to success in LO is the employee‟s aptitude to learn in valid time and apply the learning in
practical situation as quickly as possible. For this, there is need of effective transformational leadership
(Daniel Belet, 2007). When organization applies the learning culture, there are lots of obstacles and barriers
that the managers have to face. Some employees have hidden agendas, political mindset and leg pulling
behavior hence for implementing the learning culture in an organization effectively, it is very important for
the managers to recognize all these barriers and obstacles. With all these, there is also presence of
facilitators, which contribute in applying the learning environment and recognition of these forces which
have also the same importance. (Ruth Belling, Kim James & Donna Ladkin, 2004).
The JP is interconnected with three factors. First is individual capacity which is related with individual
skills, abilities towards the performance. Second is opportunity to perform, it means by taking the effective
decision how employee of the organization decreases the hurdles and make improvements in the
organization. Third is willingness of the employee towards the organization that how he can improve his
performance (Khan, 2005).
Organizations are now hiring the experienced employees because the past experience enables the
employees to perform better their new tasks in organization. Organization should recognize the productive
importance of past experience and this recognition will certainly give help in job designing and
socialization process (Dock, Wilk & Rothbard, 2009). The motivation of employees can be increased
through job rotation; it leads the employees to build their learning skills, so by job rotation, employee
learning and JP increases (Ortega 2001).
The organizations in which learning culture are prevailing, it is very imperative that employees should be
communicated all the learning practices like new knowledge and skills. If learning processes are
communicated effectively, it increases the job satisfaction which lead to increase in JP (Goris, R.2007).
Organizations must have a high regard for the skills and abilities of their employees because it will help the
employees to get better their perception about their personal skills utilization, so it also contributes in the
higher performance of the employees (Westover, H. Westover, R. & Westover, 2010).
Organizations should give employee‟s independence regarding formation of their own priorities,
performance and learning goals. If organizations force the employees to follow their rules and goals, then
there will be no need for achievement for the employees. The absence of need for achievement results in
low involvement of jobs from the employees, so by creating need for achievement, organizations should
increase the job relating learning (Loon & Casimir, 2008). Cognitive and behavioral aspects of a person`s
personality develop through learning and final result of learning is raise in knowledge or abilities.
Knowledge helps the employees to do their tasks efficiently and effectively which lead to the better
performance of the employees (Boyatzis & Kolb, 1995). When management of any organization bring
some changes in an organization then these changes also affect the performance of employees, to manage
these changes effectively, there is a need of managerial learning framework, through this, the positive
implications of the changes can be brought out which ultimately facilitate in the increase of JP of every
individual (Garg & Rastogi,2006).
Creativity
For the success of any organization, creativity plays a major role. According to Kippenberger in 1997, the
creativity means when ideas are made, advanced and changed into values.” Shalley et al. 2000, p. 215
defines creativity as “the making, conceptualization or growth of original and beneficial thoughts,
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procedures, or actions.” Drazin et al, 1999, defines creativity as “the course of commitment in inventive
actions, regardless of whether the subsequent results are fresh, valuable or innovative”.
There are five dimensions of creativity in organization, namely; organizational structure and system,
organizational culture, climate of organization, resources and skills; and leadership styles (Andriopoulos,
2001). These five factors contribute differently in the concept of creativity of employees. Among these
factors, leadership style is highly significant (Scott and Bruce, 1994; Tierney et al., 1999). Thinking
creatively may be the responsibility of the employees in order to get work done effectively or it may be just
beyond that (Unsworth, 2001). When leader supports the employees in doing their work done efficiently
and effectively and does not impose his ideas on the employees then the creativity of the employees rises
(Millissa, Cheung & Wong, 2011). When organizations follow the learning culture and make their
employees encourage in attaining the productive knowledge then it leads to the creativity of employees
because through learning culture, employees seek different knowledge collectively which help them in
brainstorming of different new ideas (Hoyle, 1995). The business environment of today demands that
managers should not focus only on simple learning like skills and new methods but also should pay more
attention on managing the uncertainties of the environment which give confidence to the employees in
performing their tasks according to the expectations of the managers and the management, so that the
creative process in the employees can be enhanced (King, S .1995). LO should conduct trainings and
workshops for their employees that result in their stress management that leads to higher contribution of
employees in achieving their organizational goals and objectives (Amabile, Hadley & Kramer, 2002). By
these workshops and training programs, the employees should be encouraged in a way that they develop
and generate new ideas for the organizations (Sutton & Hargadon, 1996).
Theoretical Framework
The basic purpose of the present research is to explore the relationship of LO and its dimensions with JP
and Creativity as shown below:
Hypotheses
H1: Learning organization has a significant impact on job performance.
H2: Learning organization has a significant impact on creativity.
H3: Personal mastery is positively correlated with job performance.
Learning
Organization
Job
Performance
Creativity
Personal Mastery
Shared Vision
Mental Model
Team Learning
System Thinking
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H4: Shared vision has a significant impact on job performance.
H5: Mental model has been positively associated job performance.
H6: Team learning directly and positively influences job performance.
H7: System thinking and job performance has a significant relation.
H8: Personal mastery has been positively associated with bringing creativity.
H9: Shared vision and creativity has a significant relation.
H10: Mental model is positively correlated with bringing creativity.
H11: Team learning directly and positively influences creativity.
H12: System thinking has a significant impact on creativity.
Methodology
The population of the present research comprises of Pakistan Television Corporation (PTV), Ufone
Telecommunication, Warid Telecommunication, United Bank Limited (UBL), and Summit Bank. The
researchers used non probability convenience sampling technique for data collection. The researchers
distributed questionnaires to respondents belonging to public and private sectors. The researchers received
completely filled 170 questionnaires as a sample to test the relationship of learning organization and its
dimensions with dependent variable that is JP and Creativity.
The researchers used interval scale and in instrument used 5 Point Likert Scale (1= Strongly Disagree; 2=
Disagree, 3= Neither Agree nor Disagree, 4= Agree, 5= Strongly Agree) in questionnaire consisting of 52
items. In order to evaluate the role of LO, Creativity and JP; 15 items were on LO, 3 items were on PM, 3
items were on SV, 3 items were on MM, 3 items were on TL, 3 items were on ST, 10 items were on JP, and
12 items were on Creativity. For the data analysis, the researchers used SPSS and did Correlational Study in
non-contrived environment which has generalizability.
Results and Data Analysis
For the goodness of instrument, the researchers found the value of Cronbach‟s Alpha and internal
consistency. Furthermore, reliability was measured for each instrument. The values of Cronbach‟s Alpha
are:
Reliability Statistics (Table 1)
Variables Cronbach’s Alpha Reliability Items
Learning Organization 0.940 15
Personal Mastery 0.890 3
Shared Vision 0.681 3
Mental Model 0.868 3
Team Learning 0.663 3
System Thinking 0.630 3
Job Performance 0.847 10
Creativity 0.806 12
Since values of Cronbach‟s Alpha of both predictor and response variables is greater than 0.6, so it is
substantiating with the confidence that the researchers have used reliable research instrument to measure
the impact of LO on Creativity and JP as shown in table 1.
The researchers performed regression analysis and correlation matrix tests. In order to measure the
relationship of independent variable that is LO & its five dimensions i.e., PM, SV, MM, TL and ST with
dependent variables i.e., JP and Creativity; the researchers used R-square, adjusted R-square and ANOVA
to calculate how much the dependent variable is contributing to the change in independent variable and
evaluate either there is a significant relation or not.
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Learning Organization and Job Performance
JP is the utmost important research area as it contributes to learning and non- LO both because all types of
organizations need to see their employees more efficient and effective towards achievement of
organizational goals and objectives.
Table 2: Model Summary
R-Square Adjusted R-Square F S
i
g
.
ß
et
a 0.859 0.
8
5
8
1014.779 .0
00
a
0.9
27 a. Predictors: (Constant), Learning Organization
b. Dependent Variable: Job Performance
Table 2 results show that a statistical value of R-square is 0.859, which is equal to 85.9% meaning
independent variable LO includes PM, SV, MM, TL and ST contributes 85.9% variation in the dependent
variable that is JP.
The value of adjusted R-square for this model is 85.8% which shows only 0.1% loss of predictive power or
shrinkage when we apply the model on the population from which the sample was taken. It shows the
model is well predictive and adjusted R square value does not take into account impact of Interco linearity
of predictor variables.
In Table 2, p = 0.000 which is less than 0.05, hence it is proved that overall effect of LO on JP is highly
significant and it validates that the predictor variable that is LO includes PM, SV, MM, TL and ST are
useful in predicting the dependent variable that is JP. So, the null hypotheses are rejected and alternative
hypotheses are accepted (H1, H3, H4, H5, H6, and H7) and it is found that:
i. Learning organization has a significant impact on job performance. Therefore, employee`s JP in
public and private sectors increases.
ii. The five dimensions of the LO i.e. PM, SV, MM, TL and ST have a positive correlation with JP.
Every dimension of the LO is contributing significantly on increase of JP of employees.
Learning Organization and Creativity
In the former studies, it is stated that Creativity has many factors that influence learning in the
private and public sectors towards LO.
Table 3: Model Summary
R-Square Adjusted R-Square F S
i
g
.
ßet
a 0.56
8
0.56
5
219.448 .
0
0
0
a
0.75
4 a. Predictors: (Constant), Learning Organization
b. Dependent Variable: Creativity
A statistical value of R- Square is showing the variation in the respond variable that has been explained as
an outcome of the predictor variable. The value of R-square is 0.568 which shows there is 56.8% variation
in the dependent variable i.e. creativity due to the variation in independent variation that is LO which
includes its five dimensions PM, SV, MM, TL and ST. The value of adjusted R-square is 56.5% which is
equal to the value of R-square. Thus, there is 0.3% loss in predictive power or shrinkage when we apply
this model on the population. So it shows our model is well predictive model.
In Table 3, the value of P = 0.000 which is less than 0.05, therefore it proves that results are highly
significant and validates that the predictor variable i.e. LO includes: PM, SV, MM, TL and ST are useful in
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predicting the dependent variable i.e. creativity. Hence, we have rejected our null hypotheses and accepted
alternative hypotheses (H2, H8, H9, H10, H11, and H12) and it is found that:
i. Learning organization has been positively associated with bringing creativity in employees work
and in organization. Employees do their work more efficiently and effectively.
ii. The five dimensions of the LO i.e. PM, SV, MM, TL and ST have a positive correlation with
Creativity. Every dimension of the LO is contributing significantly on increase of creativity of
employees. In LO, the leaders do not impose his ideas on employees, every employee is
independent to bring with his creative idea as mentioned in the paper of Millissa, Cheung &
Wong, 2011.
Value of βeta can prioritize the value. If value of beta of any dependent variable is high, then it is
contributing more in the model. Beta value of JP and Creativity is 0.927 and 0.754 respectively. Here, JP is
most important variable in our model since its value is higher than Creativity i.e. 0.927 or 92.7%.
Table No 4: Correlation
LO PM SV MM TL ST JP C
Learning
Organization
Pearson Correlation 1.000 .930** .913
** .795
** .670
** .670
** .927
** .754
**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 170 170 170 170 170 170 170 170
Personal Mastery
Pearson Correlation .930** 1.000 .826
** .859
** .686
** .662
** .879
** .688
**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 170 170 170 170 170 170 170 170
Shared Vision
Pearson Correlation .913** .826
** 1.000 .708
** .588
** .580
** .927
** .699
**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 170 170 170 170 170 170 170 170
Mental Model
Pearson Correlation .795** .859
** .708
** 1.000 .865
** .846
** .764
** .599
**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 170 170 170 170 170 170 170 170
Team Learning
Pearson Correlation .670** .686
** .588
** .865
** 1.000 .859
** .615
** .480
**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 170 170 170 170 170 170 170 170
System Thinking
Pearson Correlation .670** .662
** .580
** .846
** .859
** 1.000 .644
** .667
**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 170 170 170 170 170 170 170 170
Job Performance
Pearson Correlation .927** .879
** .927
** .764
** .615
** .644
** 1.000 .787
**
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 170 170 170 170 170 170 170 170
Creativity
Pearson Correlation .754** .688
** .699
** .599
** .480
** .667
** .787
** 1.000
Sig. (2-tailed) .000 .000 .000 .000 .000 .000 .000 .000
N 170 170 170 170 170 170 170 170
**Correlation is significant at the 0.01 level (2-tailed)
In Table 4, Inter-Correlation Matrix is showing the Pearson Correlation between the dependent and
independent variable and their level of significance and number of respondents who filled the
questionnaires. Pearson Correlation Value of LO and its dimensions PM, SV, MM, TL and ST with
dependent variables i.e. JP and Creativity is high i.e. 48-93% which is showing high and positive
correlation. JP is highly correlated with LO and its two dimensions i.e. PM and SV, where Creativity is
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highly correlated with LO and its one another dimension i.e. SV. Therefore, all the independent variables
found to be significant and positively correlated with dependent variables. So, all the null hypotheses
rejected in this case also, and alternative hypotheses are accepted.
Discussions
In our present explanatory research, the researchers have estimated not only relationship but also the impact
of independent variable and its dimensions on the dependent variable that is JP and Creativity. LO has great
position and is measured as a highly encouraging and positive approach to private and public sectors
towards its future. It brings changes in organization`s system, work environment, employee‟s JP,
procedures, network, processes and so on. It also brings the Creativity in work of an organization and
employees which also influence their JP. The PM, SV, MM, TL and ST contributing their important
role in bringing and implementing LO in public and private sectors of Pakistan. It has now become easy
for organizations to achieve its goals and objectives because PM and SV related with employee‟s values,
beliefs and aims help and motivate employees to achieve more efficiently and effectively.
The results of the present research are highly positively correlated with each other but there are few
questions which are inevitably come under this situation like what is the future of this discussion, will the
private and especially public sectors be ready to accept the concept of LO, and will this LO concept be
researched more and rise with new concepts or cannot be touched. It is a fact that there is survival of the
fittest in any market and there are almost no exceptions. Therefore, organizations that are not learning
organizations whether belong to public or private sector cannot compete in the market. Learning is an
ongoing process and there is no end to it. In nutshell, today`s benchmark cannot be sustained for a longer
time.
Conclusion and Recommendations
As numerous writers believe that focus on the LO can help organizations to face the problems and prepare
organizations for the future or upcoming developments in the global business environment. It has become
really difficult for organizations to change with the fastest changes occurring in their environment. The
further work is needed to encourage the TL just to develop the skills in ST. The development in these two
attributes help employees to make an even greater and better contribution in LO and also in the future
actions of the organizations and give directions for the improvement. Therefore, moving from a non-
learning organization to a learning organization is inevitable.
These are the recommendations:
i. The bureaucratic organizations need to learn to improve its efficiency and effectiveness.
Therefore, not only the processes but also the results are equally important. With minimum input
try to get the maximum output to achieve desired results. Hence, both efficiency and effectiveness
are required otherwise organizations cannot compete in the market.
ii. Learning existing and future job skills requirements are mandatory for learning organizations. It is
possible through on-the-job and off-the-job training and development programs and workshops for
employees for their capacity building, acquiring new skills, strengthening existing skills, and so
on.
iii. Based on the findings of the present research, it is found that public and private sectors are less
effective at encouraging and supporting teams and individuals towards TL. So, it is recommended
that the private and public sectors should focus on TL in organizations to enhance skills of their
employees. As it is an established fact that teams are important for achieving sustainable
competitive advantage and these teams can be creative if there is TL. There are certain
prerequisites to TL hence organizations from public and private sectors should focus on these
aspects.
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Limitations
Although the current study suggests some remarkable findings and makes a significant contribution
regarding the relationship of LO with JP and Creativity but there are certain limitations. Firstly, the
researchers have used questionnaire as our instrument for the study which is limited in scope for this
research but it has been found that respondents have some reservations about the written survey which is
one of the issues to get the right responses from the employees. Secondly, the researchers focused only on
two response variables that is JP and Creativity, there are many other variables which contributes and
motivate bureaucratic organizations to move towards LO e.g. TL, Job Satisfaction, Innovation and so on.
Thirdly, there are less explanatory studies available on LO which was another limitation of this present
research.
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