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Essay / Research Paper Abstract
This 14 page paper consider to what extent employers need to ensure there are learning opportunities for employees if they want a motivated, committed and creative workforce. The paper considers the role and importance of learning in an organizational setting with reference to theories such as McGregor and his Theory X and Theory Y, Alderfers ERG theory and the concept of the Learning Organization as advocated by Senge. The bibliography cites 19 sources.
Page Count:
14 pages (~225 words per page)
File: TS14_TEeelearning.rtf
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Unformatted sample text from the term paper:
with lots of learning opportunities" (BucHuc2004:131) The links between the need and ability to change and adapt and the ability of a business to survive and thrive are
well established. For example, first mover advantages are predicted at lasting a maximum of only 18 months (Thompson, 2005; 226). For employees to be able to development more ideas and
propose creative solutions they need to be in an environment where change is accepted and the role of change in terms of changing ideas and attitudes is a part of
the value system. The culture also needs to allow employees to make these leaps and changes, this requires an environment where they are unafraid and are positively motivated, which will
increased commitment to the employer. The concept of a learning organisation is one where learning is the key to changing and adapting. But the learning is not only taking
place at an organisational level, but t individuals levels, as it is the individuals at all levels that make up the organisation. If the individuals are not learning the company
will not learn. To develop a learning organisation there have to be the practical necessities as well as the correct mental attitude that facilities employee learning. There are several different
theories concerning the learning organisation and need for employee learning each have strengths and weaknesses. In the 1950s Douglas McGregor described his two theories, theory X and Theory Y.
Theory X drew on Taylorism and assumed that man was inherently lazy, lacked ambition and motivation and was disinterested in organisational goals (Huczyniski and Buchanan, 2003; 88). This theory was
one where there was a learnt attitude of low commitment and a resistance to change. Here the low commitment between employer and employee and the failure to developing a learning
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