Soaring to new heights with learning orientated companies

Abstract

Describes a study in two large engineering companies attempting to implement a learning orientation and presents a new sector‐specific model of a learning orientation, based on these findings. Research was conducted through interviews with managers and employees and questionnaires using a specially designed measurement tool. Both companies were found to be most learning orientated in terms of empowerment and organisational structure, and least learning orientated with regard to participation in policy making and environmental links. Interviews with respondents indicated concern at poor communications and a lack of trust in both organisations; appearing to constitute a barrier to learning. Effective information‐sharing appeared to constitute a critical factor in the success or otherwise of learning programmes and there were links with trust and employee morale. The study highlighted a need for greater evaluation of learning in organisations and a more holistic approach to the implementation of learning initiatives.