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A Meta-Analysis of the Dimensions of a Learning Organization Questionnaire: Looking Across Cultures, Ranks, and Industries

机译:对学习型组织调查问卷的维度进行元分析:跨文化,等级和行业的视角

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The Problem. Organizations strive to develop their employees to a level that meets current and future needs at a time when those needs are great and resources scarce. Human resource developers are charged with finding solutions; yet many of the changes essential to doing this are in the culture, and, senior leaders have greater impact on the culture. Effective ways to alert senior individuals to the cultural imperatives are needed. Unfortunately, human resource and organization development (HROD) scholars have had few valid organizational measures with which to demonstrate the status of learning and the impact of learning on the organization. In 2003, we shared the Dimensions of a Learning Organization Questionnaire (DLOQ) in this journal. It behooves us to examine what has occurred using this instrument since that time. The Solution. One approach is to build a self-sustaining learning architecture that is so embedded in the culture and even the work itself that it evolves and grows with the organization. A valid and reliable diagnostic enables HROD practitioners to assess where the learning culture is at the time of its administration, and signals organization members to critical changes needed to develop a more effective learning infrastructure. Armed with this information, they can make the business case and guide proposed interventions. Scholars can demonstrate key relationships between a learning culture and knowledge, financial, and mission performance.This article and others in this special issue examine what has been learned in the last decade using the DLOQ. The Stakeholders. HROD developers and senior leaders are significant stakeholders for this information. In addition, HROD scholars who hope to document the nature of the learning culture in a variety of contexts and to demonstrate the importance of having a strong learning culture to valued organizational outcomes will find a resource in the DLOQ.
机译:问题。组织努力将员工发展到能够满足当前和未来需求的水平,而这些需求很大而资源却很匮乏。人力资源开发人员负责寻找解决方案;然而,实现这一目标所必需的许多改变都是在文化中进行的,而高级领导人对文化的影响更大。需要有效的方法来提醒老年人注意文化上的必要性。不幸的是,人力资源和组织发展(HROD)学者几乎没有有效的组织措施来证明学习的状态以及学习对组织的影响。 2003年,我们在该期刊中分享了《学习型组织调查表》(DLOQ)。自那时以来,我们有必要检查一下使用此仪器发生了什么。解决方案。一种方法是建立一种自我维持的学习体系,这种体系要深深植根于文化中,甚至可以嵌入到工作本身中,从而随着组织的发展而发展。有效而可靠的诊断程序使HROD从业人员能够评估其管理时学习文化的位置,并向组织成员发出有关发展更有效的学习基础架构所需的重大变革的信号。有了这些信息,他们就可以提出业务案例并指导建议的干预措施。学者们可以证明学习文化与知识,财务和任务绩效之间的关键关系。本文和本期特刊中的其他文章探讨了过去十年中使用DLOQ所学到的知识。利益相关者。 HROD开发人员和高级领导者是此信息的重要利益相关者。此外,HROD学者希望在各种情况下记录学习文化的本质,并证明拥有强大的学习文化对重视组织成果的重要性,这将在DLOQ中找到资源。

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