Abstract
Purpose: This study aims to reveal current approach and reactions of employees towards learning and development in organisations and to specify variants of behaviour as factors affecting employee development. Methodology/Approach: The study is based on evaluation of quantitative research. The data were collected via electronic questionnaires. The sample contains 211 employees from organisations across sectors. Bivariate and multivariate statistical methods and analyses were used to lower the number of possible single approaches and practices. Analyses formed valid factors, which influence and determine employee development.Findings: Results identified and verified different ways of reactions of respondents on organisational learning and development. Main searched areas of employee behaviour variability are motivation, affect and performance. Factors described in the presented article show the main ways which are used by employees in order to pass the learning and development process. Variability of employees’ reactions on learning and development process and its impact on performance is described using quantitative data.Research Limitation/implication: The results may be used in praxis in organisations to manage employee behaviour in order to grow constantly and use their own potential talents and leaders. Besides this study there are several promising avenues for further research. It would be useful to know the impact on life-long development and there should be an investigation of the longer term impacts of learning in organisations.Originality/Value of paper: Employee learning and development are truly crucial for organisational and economy development. But the process of learning and development is not constant. Variability of employee behaviour during organisational education and development is currently discussed theme, however there is a lack of studies and researches focused on this area. Therefore this paper identyfies and describes variability of emoployee behaviour during the learning and development process. Employees react in five different directions (positive, negative or neutral as resignation) and the impact on organisation is either positive or none.Category: Case study
Highlights
Employee’s behaviour during learning and development is a theme which is rarely studied
Given the prerequisites defined in theory three main areas are tested: (1) The motivation for learning and development (2) affective perception and action, and (3) the performance provided
An exploration of motivation, affect, and performance of education and development. These prerequisites should show the differences between the different approaches and variability in the behaviour of individuals within the education and development process
Summary
Employee’s behaviour during learning and development is a theme which is rarely studied. Every manager knows employee’s behaviour varies over time, but this within-person variability is not well described, understood and sometimes is treated as error (Dalal, Bhave and Fiset, 2014). This study is focused on identification of a within-person approach to employee learning and development in organisations. The current extant theories of within-person variability converge on the contention that the process of organizational learning and development is dynamic rather than static. The benefits of understanding within-person variability in job behaviour are wide, there is a lack of clear knowledge about the systems and rules of types of employee behaviour. This paper defines various forms of variability and the various types of job behaviour during education and development in organisation
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