Purpose




This paper aims to examine whether employability activities are driven by employee learning motives and their perception of learning opportunities.




Design/methodology/approach




Data were collected using a closed questionnaire survey from three different profit organizations (N = 405). Hypotheses were tested through hierarchical multiple regression analysis.




Findings




Hierarchical regressions showed that the learning motive “personal development” had a positive relationship with “perceived learning opportunities” and “employability activities,” as hypothesized. “Perceived learning opportunities” did not mediate the relationship between the learning motive “personal development” and “employability activities.” No relationships were found among the learning motives “social pressure,” “perceived learning opportunities” and “employability activities”.




Originality Value




This study is among the first to investigate the motives that employees must engage in individual learning paths. It attempts to predict their self-reported employability activities based on these motives and on the learning opportunities that employees perceive.

Employee learning motives, perceived learning opportunities and employability activities

This analytical research paper was prepared by using literature review on the relationships among three variables composed of managerial learning, career success perception and the learning organization. Managerial learning is the exogenous variable whereas the learning organization is the endogenous variable. Career success perception is the third variable. Supported by literature review on the linkages among the three variables on the premises of cause and effect, the role of career success perception as a mediator was justified using Baron & Kenny’s (1986) criteria on properties of variables to distinctively differentiate between mediating and moderating variables. Henceforth, a model was suggested for future research using career success perception as the mediator between managerial learning and the learning organization. Keywords: Managerial learning, The learning organization, Career success perception, Learning behavior, Learning opportunity, Theorizing, Relationship, Mediator

Theorizing career success perception as a mediator between managerial learning and the learning organization

Learning stategy as a guide to career succes in organizations.

This study examined the learning process at work from an individual perspective. Different kinds of learning opportunities and learning behavior were examined as (a) predictors of career development and (b) moderators of the development process on the job. Survey data from early-career MBAs were analyzed by performing hierarchical regressions and difference-of-means tests. Results indicated that the total amount of developmental job opportunities has a positive influence on individual perceptions of career development, with support as a learning component in particular. The data also suggested that individual’s learning behavior affects career development, measured by both perceived and objective indicators. Furthermore, we found interaction effects on career success of several learning opportunities in combination with different kinds of learning behavior. The results of this study support the notion that developmental jobs enhance career development. However, individual’s learning behavior should also be regarded as a way in which an individual can take own responsibility for their learning and development in today’s boundaryless career context.

/pdf/an-interactive-approach-for-new-careers-the-role-of-learning-3jndhvsifk.pdf

An interactive approach for new careers: The role of learning opportunities and learning behavior

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An interactive approach for new careers: The role of learning opportunities and learning behavior