Managers as learning facilitators in small manufacturing firms

Abstract

PurposeThe purpose of this paper is to describe findings of an exploratory study, guided by the question: “What are the effects of managers on salient elements of work environments that have the potential to influence informal workplace learning?”.Design/methodology/approachData were collected through semi‐structured interviews with owner‐managers, managers, and employees in ten small manufacturing firms. Verbatim expressions of the interview participants were analysed using content analytic procedures.FindingsThe ways managers intentionally promote learning were unveiled, including: providing access to a range of workplace activities; promoting communication in the workplace; facilitating access to direct guidance from workplace models; and designating learning facilitators. Informal employee practices used by managers seem to have unintended positive “side effects” on informal workplace learning.Research limitations/implicationsSeveral questions are in need of further investigation. What are the effects on employees' learning of informal human resource management practices?; What are the effects on newcomers' learning of pre‐employment socialisation agents?; and What are the effects on employees' learning of low specialisation?Practical implicationsManagers should examine characteristics of work environments and ensure that these characteristics support informal workplace learning through provision of learning opportunities, support for learning and incentives to learn. Managers may need practical advice and behavioural guidelines to help them strengthen informal workplace learning. They should view fostering learning as a priority action.Originality/valueThe paper contributes knowledge to understanding the ways managers intentionally seek to foster employee learning and how certain management practices that seem to be common in small firms have the potential to affect employees' learning.