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ORGANIZATIONAL
LEARNING AND EMPLOYEE PERFORMANCE OF SELECTED BREWERY FIRMS
CHAPTER ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
According to
Senge (1990) organizational learning is viewed as a constant put to test and
transformation of experience into knowledge which is significant to the
organization and available to the whole organization. Huber (1991) classify
organizational learning into four processes: information acquisition,
information interpretation, information distribution, and organizational
memory. Rimouski (1994) defines organizational learning as a process of
acquisition, interpretation of information and the resulting behavior
accompanied by cognitive changes, which exact impact on organizational
performance.
Firms which
possess a strong learning culture have the capacity to create acquire and
transfer knowledge, and also modify behavior to suit new acquired knowledge and
insight (Huber, 1991; Garvin, 1993). This implies that firm employing
organizational learning must acquire information, interpret it and transform it
into knowledge and also proceed to effect behavioral and cognitive changes – in
order to convert words into action.
Organizational
learning exact some advantages in providing core competency
Through the
creation of knowledge, enhance new product development, improved customer
service etc. (Baker and Sinkula, 1999). The organizational performance also improved through market information
generation and dissemination. The innovative development of the firm leads to
organizational performance .It also facilitate the monitoring of new trends in
the market place which result in increased sales and market share.
Martinez-Costa and Jimenez-Jimenez (2009). Organizational learning enhances a
responsive and flexible organization structure which better to respond to new
challenges and overcome competition.
1.2
STATEMENT OF THE PROBLEM
Organizational
learning process is a sequence of three phases: information acquisition,
information interpretation, and behavioral and cognitive changes. Companies
that have developed a strong learning culture are good at creating, acquiring
and transferring knowledge, as well as at modifying behavior to reflect new
knowledge and insight (Huber, 1991; Garvin, 1993). According to Senge (1990)
organizational learning is viewed as a constant put to test and transformation
of experience into knowledge which is significant to the organization and
available to the whole organization. Huber (1991) classifies organizational
learning into four processes: information acquisition, information
interpretation, information distribution, and organizational memory. Rimouski
(1994) defines organizational learning as a process of acquisition,
interpretation of information and the resulting behavior accompanied by
cognitive changes, which exact impact on organizational performance.
Organizational learning exact some advantages in providing core competency
Through the
creation of knowledge, enhance new product development, improved customer
service etc. (Baker and Sinkula, 1999). The organizational performance is also
improved through market information generation and dissemination.
Hence, organizations
stressing learning must first acquire information, interpret it to fully
understand its meaning and transform it into knowledge. At the same time, they
must not forget the most important part – to implement behavioral and cognitive
changes – in order to convert words into action.
However not
many organization have imbibe this concept. The process of organizational
learning requires management commitment to formulating and implementing
policies which promote the culture of organizational learning. The reason why
many organizations cannot withstand competition is because of lack of
innovative knowledge and skills to meet with the trend of modern technological
development and research. Consequently employee performance is retarded and
organizational performance affected interms of poor financial returns, low
market share, poor shareholders value etc. Therefore the problem confronting
the research is to determine organizational learning and employee performance
of selected brewery firms in anambra state
1.3 OBJECTIVES OF THE STUDY
Huber (1991)
classify organizational learning into four processes: information acquisition,
information interpretation, information distribution, and organizational
memory. Rimouski (1994) defines organizational learning as a process of
acquisition, interpretation of information and the resulting behavior
accompanied by cognitive changes, which exact impact on organizational
performance.
Firms which
possess a strong learning culture have the capacity to create acquire and
transfer knowledge, and also modify behavior to suit new acquired knowledge and
insight (Huber, 1991; Garvin, 1993)
To determine
the nature and impact of organizational learning on employee performance of
selected brewery firms in anambra state
1.4 RESEARCH QUESTIONS
What is
organizational learning and employee performance?
What is the
impact of organizational learning on employee performance?
What is the
impact of organizational learning on employee performance of selected brewery
firms in anambra state?
1.5 SIGNIFICANCE OF THE STUDY
The research
advocates the importance of organizational learning as a measure necessary to
improve employee performance and the overall organizational performance. This
process must require the firm commitment of management to formulating and
implementing policies essential for organizational learning.
Organizational
learning exact some advantages in providing core competency
Through the
creation of knowledge, enhance new product development, improved customer
service etc. (Baker and Sinkula, 1999). The organizational performance also
improved through market information generation and dissemination. The
innovative development of the firm leads to organizational performance .It also
facilitates the monitoring of new trends in the market place which result in
increased sales and market share. Martinez-Costa and Jimenez-Jimenez (2009).
Organizational learning enhances a responsive and flexible organization
structure which better to respond to new challenges and overcome competition.
1.6 RESEARCH HYPOTHESIS
Ho The
impact of organizational learning on employee performance of selected brewery
firms in anambra state is low
Hi The impact of organizational learning on
employee performance of selected brewery firms in anambra state is high.
1.7 SCOPE OF
THE STUDY
The study
focuses on the appraisal of the impact of organizational learning and employee
performance of selected brewery firms in anambra state.
1.8
LIMITATIONS OF THE STUDY
The study
was confronted by some constraints including logistics and geographical
factors.
1.9
DEFINITION OF TERMS
Organizational
memory.
Organizational
memory is viewed as the means by which past knowledge is applied on present
activities in other to achieve higher or lower levels of organizational
effectiveness.
Organizational
learning
organizational
learning as a process of acquisition, interpretation of information and the
resulting behavior accompanied by cognitive changes, which exact impact on
organizational performance.
Organizational
performance
Organizational
performance constitute the firms capability to
is the organization’s ability to attain to achieve its goals and
objectives” (after Ricardo, 2001).
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