Learning organisation and job performance among UiTM Perlis staff

The purpose of this study is to investigate the existence of Learning Organisation dimensions in UiTM, specifically in UiTM Perlis and its relationship with Job Performance of the staff, both academic and non-academic. By investigating the effect of the dimension on staff job performance, this study...

Full description

Saved in:

Bibliographic Details
Main Author:	Mohd Izwan, Mohd Azman
Format:	Thesis
Language:	eng eng
Published:	2015
Subjects:	HF5549-5549.5 Personnel Management Employment
Online Access:	https://etd.uum.edu.my/4718/1/S812369.pdf https://etd.uum.edu.my/4718/2/S812369_abstarct.pdf
Tags:	Add Tag No Tags, Be the first to tag this record!

id	my-uum-etd.4718
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
advisor	Ahmad Arshad, Darwina
topic	HF5549-5549.5 Personnel Management Employment
spellingShingle	HF5549-5549.5 Personnel Management Employment Mohd Izwan, Mohd Azman Learning organisation and job performance among UiTM Perlis staff
description	The purpose of this study is to investigate the existence of Learning Organisation dimensions in UiTM, specifically in UiTM Perlis and its relationship with Job Performance of the staff, both academic and non-academic. By investigating the effect of the dimension on staff job performance, this study should also determine which dimensions have the most effect on job performance of staff in that campus. 260 respondents were involved in this study. Ultimately, the descriptive analysis result shows that all of the learning organisation dimensions do exist in UiTM Perlis at moderate levels. By using multiple regression analysis, collectively, all seven dimensions are proven to have a positive relationship with job performance of the staff in the campus but individually, it indicates that only three dimensions have a significantly positive relationship with job performance and one with a significantly negative relationship with job performance. The three positively significant dimensions are promote inquiry and dialogue, create systems to capture and share learning, and connect the organisation to its environment. The negatively significant dimension is encourage collaboration and team learning, The three insignificant dimensions are create continuous learning opportunities, empower people toward a collective vision and provide strategic leadership for learning. Using the analysed results, the study discusses the implication of the results and proposes a few recommendations to be considered by the organisation and future researchers.
format	Thesis
qualification_name	masters
qualification_level	Master's degree
author	Mohd Izwan, Mohd Azman
author_facet	Mohd Izwan, Mohd Azman
author_sort	Mohd Izwan, Mohd Azman
title	Learning organisation and job performance among UiTM Perlis staff
title_short	Learning organisation and job performance among UiTM Perlis staff
title_full	Learning organisation and job performance among UiTM Perlis staff
title_fullStr	Learning organisation and job performance among UiTM Perlis staff
title_full_unstemmed	Learning organisation and job performance among UiTM Perlis staff
title_sort	learning organisation and job performance among uitm perlis staff
granting_institution	Universiti Utara Malaysia
granting_department	Othman Yeop Abdullah Graduate School of Business
publishDate	2015
url	https://etd.uum.edu.my/4718/1/S812369.pdf https://etd.uum.edu.my/4718/2/S812369_abstarct.pdf
_version_	1747827787019845632
spelling	my-uum-etd.47182021-04-04T07:49:53Z Learning organisation and job performance among UiTM Perlis staff 2015 Mohd Izwan, Mohd Azman Ahmad Arshad, Darwina Othman Yeop Abdullah Graduate School of Business Othman Yeop Abdullah Graduate School of Business HF5549-5549.5 Personnel Management. Employment The purpose of this study is to investigate the existence of Learning Organisation dimensions in UiTM, specifically in UiTM Perlis and its relationship with Job Performance of the staff, both academic and non-academic. By investigating the effect of the dimension on staff job performance, this study should also determine which dimensions have the most effect on job performance of staff in that campus. 260 respondents were involved in this study. Ultimately, the descriptive analysis result shows that all of the learning organisation dimensions do exist in UiTM Perlis at moderate levels. By using multiple regression analysis, collectively, all seven dimensions are proven to have a positive relationship with job performance of the staff in the campus but individually, it indicates that only three dimensions have a significantly positive relationship with job performance and one with a significantly negative relationship with job performance. The three positively significant dimensions are promote inquiry and dialogue, create systems to capture and share learning, and connect the organisation to its environment. The negatively significant dimension is encourage collaboration and team learning, The three insignificant dimensions are create continuous learning opportunities, empower people toward a collective vision and provide strategic leadership for learning. Using the analysed results, the study discusses the implication of the results and proposes a few recommendations to be considered by the organisation and future researchers. 2015 Thesis https://etd.uum.edu.my/4718/ https://etd.uum.edu.my/4718/1/S812369.pdf text eng public https://etd.uum.edu.my/4718/2/S812369_abstarct.pdf text eng public masters masters Universiti Utara Malaysia Atak, M. (2011). A research on the relation between organizational commitment and learning organization. African Journal of Business Management, 5(14), 5612-5616. Barrie, J., & Pace, R. (1998). Learning for organisational effectiveness: Philosophies of education and human resource development. Human Resource Development Quarterly, 9(1), 39-54. Borman W. C. (2004). Introduction to the special issue: Personality and the prediction of job performance: More than the big five. Human Performance, 17(3), 267-269. Borman, W. C. & Motowidlo, S. (1997). Task performance and contextual performance: The meaning for personnel selection research. Human Performance, 10(2), 99-109. Bui, H. T. M., & Baruch, Y. (2011). Learning organisations in higher education: An empirical evaluation within an international context. Management Learning, 43(5), 515–544. Calantone, R. J., Cavusgil, S. T. & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31(6), 515-524. Campbell, J. (1990). Modeling the performance prediction problem in industrial and organizational psychology. In: Dunnette MD, Hough LM, eds. Handbook of Industrial and Organizational Psychology. Palo Alto, CA: Consulting Psychologists Press, 687-732. Campbell, J. P., McCloy, R. A., Oppler, S. H., & Sager, C. E. (1993). A theory of performance. In N. Schmitt, W. C. Borman, & Associates (Eds.), Personnel selection in organizations. San Francisco, CA, 35–70. Conway, M. (2000)Defining administrators and new professionals. Perpectives: Policy and Practice in Higher Education, 4(1), 14-15. Deadrick, D. L. & Gardner, D. G. (2008). Maximal and typical measures of job performance: An analysis of performance variability overtime. Human Resource Review, 18(1), 133-145. Ellinger, A. D., Ellinger, A. E., Yang, B., & Howton, S. W. (2002). The relationship between the learning organization concept and firms’ financial performance: An empirical assessment. Human Resource Development Quarterly, 13(1), 5-21. Ellstrom, N. (2001). Integrating learning and work: Problems and perspectives. Human Resource Development Quarterly, 12(1), 35–47. Fisher, K. & Fisher, M. D. (2001). The distance manager: A hands-on guide to managing offsite staff and virtual teams. New York, NY: McGraw-Hill. Garvin, D. (1993). Building a learning organisation. Harvard Business Review, July-August, 78-91. Hair, J. F., Anderson, R. E., Tatham, R. L. & Black, W. C. (1992). Multivariate Data Analysis. New York: Macmillan Publishing Company. Hitt, William D. (1995). The learning organisation: some reflections on organisational renewal. Leadership & Organisation Development Journal, 16(8), 17-25. Jex, S. M., & Britt, T. W. (2008). Organizational psychology: A scientistpractitioner approach. Hoboken, NJ: John-Wiley & Sons. Joo, B.K. (2011). Leader-Member Exchange Quality and In-Role Job Performance: The Moderating Role of Learning Organization Culture. Journal of Leadership & Organizational Studies, 19(1), 25–34. JPA (2013). Organisational Development Division's Task Field.Public Service Department of Malaysia Official Portal. Available at http://www.jpa.gov.my/index.php?option=com_conte nt&view=article&id=1219&Itemid=328&lang=en&limit start=1. JPA (2005). Pekeliling Perkhidmatan Bilangan 6 Tahun 2005. Public Service Department of Malaysia Official Portal. Available at http://docs.jpa.gov.my/docs/pp/ 2005/pp062005.pdf. Kamdar, D., & Dyne, L. V. (2007). The joint effects of personality and workplace social exchange relationships in predicting task performance and citizenship performance. Journal of Applied Psychology, 92(5), 1286-1298. Kim, S. (2006). Public service motivation and organizational citizenship behavior. International Journal of Manpower, 27(8), 722-740. Kline, P., & Saunders, B. (1998). Ten steps to a learning organisation (2nd ed.). Salt Lake City, UT: Great River Books. Koopmans, L., Bernaards, C. M., Hildebrandt, V. H., Schaufeli, W. B., de Vet Henrica, C. W., & van der Beek, A. J. (2011). Conceptual frameworks of individual work performance: a systematic review. Journal of Occupational and Environmental Medicine, 53(8), 856-866. Krejcie, Robert V. & Morgan, Daryle W. (1970). Determining Sample Size for Research Activities .Educational And Psychological Measurement, 30(3), 607-610. Lee, Y., Nam, J., Park, D., & Lee, K. (2006). What factors influence customer-oriented prosocial behavior of customer-contact staff? Journal of Services Marketing, 20(4), 251-264. Locke, E.A. (2000). The Prime Movers: Traits of the Great Wealth Creators. New York, NY: AMACOM. Lockett, J. (1992).Effective Performance Management: A Strategic Guide to Getting the Best from People. Kogan Page: London. Love, P.E.D., Li, H., Irani, Z. & Faniran, O. (2000). Total quality management and the learning organisation: a dialogue for change in construction. Construction Management and Economics, 18(3), 321-331. Hernandez, M. (2001). The impact of the dimensions of the learning organisation on the transfer of tacit knowledge. In O. A. Aliaga (Ed.), Academy for Human Resource Development Conference Proceedings. Tulsa, OK: AHRD Press., 46–55. Marquardt, M. J. (1996). Building the learning organisation. New York, NY: McGraw-Hill. Marquardt, M. J. (2002). Building the learning organisation: Mastering the five elements for corporate learning. Palo Alto, CA: Davies-Black. Marsick, V. J.,&Watkins, K. E. (1993).Sculpting the learning organization: Lessons in the art and science of systemic change. San Francisco: Jossey-Bass. Marsick, V.J., & Watkins, K.E. (1999). Facilitating learning in organizations: Making learning count. Aldershot, UK: Gower. Marsick, V. J., & Watkins, K. E. (2003). Demonstrating the value of an organisation’s learning culture: The dimensions of learning organisation questionnaire. Advances in Developing Human Resources, 5(1), 132–151 Mchargue, S. K. (2003). Learning for Performance in Nonprofit Organizations, 5(2), 196–204. Mohd Najib Razak. (2014, May 2). Kerajaan tidak akan kurangkan bilangan penjawat awam – PM. Utusan Online. Available at http://www.utusan.com.my/utusan/Dalam_Negeri/ 20140502/dn_05/Kerajaan-tidakakan-kurangkan- bilangan-penjawat-awam---PM. Mohd Najib Razak. (2010). Government Transformation Programme: 2010 Annual Report. Putrajaya, Malaysia: Prime Minister Department. Retrieved from http://www.pemandu.gov.my/gtp/upload/700f8f45- 3e40-45f4-a7b2-a01299e8eb8b.pdf. MOHE. (2007). National Higher Education Action Plan 2007 – 2010. Putrajaya, Malaysia: Ministry Of Higher Education Malaysia. MOHE. (2007). National Higher Education Action Plan Phase 2 2011–2015. Putrajaya, Malaysia: Ministry Of Higher Education Malaysia. Motowidlo, S. J. (2003). Job performance. In W. C. Borman, D. R. Ilgen, R. J. Klimoski & Weiner, I. B. (Eds.). Handbook of psychology, 12, 39-53. Motowidlo, S. J. & Van Scotter, J. R. (1994). Evidence that task performance should be distinguished from contextual performance. Journal of Applied Psychology, 79(4), 475-480. Motowidlo, S. J., Borman, W. C., & Schmit, M. J. (1997). A theory of individual differences in task and contextual performance. Human Performance, 10(2), 71-83. Neuman, W. L. (2000). Social Research Methods: Qualitative and Quantitative Approaches. Boston: Allyn and Bacon. Nimon, K., Zigarmi, D., Houson, D., Witt, D. & Diehl, J. (2011). The work cognition inventory: initial evidence of construct validity. Human Resource Development Quarterly, 22(1), 7-35. Nunnally, J. C. (1978). Psychometric Theory (2nd Edition). New York: McGraw-Hill. O’Neil, J. (1995). On schools as learning organisations: A conversation with Peter Senge. Educational Leadership, 52(7), 20–27. Organ, D. W. (1997). Organizational citizenship behavior: it's construct cleanup time. Human Performance, 10(2), 85-97. Örtenblad, A., & Koris, R. (2014). Is the learning organisation idea relevant to higher educational institutions? A literature review and a “multi-stakeholder contingency approach.” International Journal of Educational Management, 28(2), 173–214. Pallant, J. (2013). SPSS Survival Manual (5th edition). Singapore: The McGraw-Hill Companies. Poon, June M.L. & Kamarul Zaman Mohd Amin (1998). Characteristics And Dimensions Of A Learning Organisation: An Exploratory Study. Malaysian Management Review. Available at http://portal.mim.org.my/resources/MMR/9812/ 981208.htm. Public Complaints Bureau (2010). Statistik Aduan Tahun 2010 BI (pindaan). Putrajaya: Author. Available at http://www.pcb.gov.my/STATISTIK/2012/Mac/Laman% 20Web%20Statistik%20Aduan%20Tahun%202010%20BI%20 (Pindaan).pdf. Public Complaints Bureau (2011). Statistik Aduan Tahun 2010 BI (pindaan). Putrajaya: Author. Available at http://www.pcb.gov.my/STATISTIK/2012/Mac/Laman% 20Web%20Statistik%20Aduan%20Tahun%202011%20BI%20 (Pindaan).pdf. Public Complaints Bureau (2012). Statistik Aduan Tahun 2012 BI. Putrajaya: Author. Available at http://www.pcb.gov.my/STATI STIK/2012/disember/Laman%20Web%20Statistik%20A duan%20Tahun%20Disember%20%202012%20BI%5B1%5D. pdf. Public Complaints Bureau (2013). Statistik Aduan Tahun 2013 BI. Putrajaya: Author. Available at http://www.pcb.gov.my/STATISTIK/201 3/Laman%20Web%20Statistik%20Aduan%202013%20BI_2013.pdf. Razali, M. Z. M., Amira, N. A., & Shobri, N. D. M. (2013). Learning Organization Practices and Job Satisfaction among Academicians at Public University. International Journal of Social Science and Humanity, 3(6), 518–522. Reese, S. R. (2014). Examining the Relationship between Organisational Identification and Learning Organisation Dimensions: A Study of a U.S. Franchise. Management and Organisational Studies, 1(1), 7–20. Roscoe, J. T. (1975). Fundamental research statistics for the behavioral sciences (2nd edition). New York: Holt, Rinehart and Winston. Robbins, Stephen P. & Judge, Timothy A. (2013). Organisational Behavior Fifteenth Edition. USA: Pearson Education Limited. Saunders, M., Lewis, P., & Thornhill, A. (2007). Research Methods for Business Students (5th ed.). England: Prentice Hall. Senge, P. M. (1990a). The Fifth Discipline. The Art and Practice Of The Learning Organisation. London: Random House. Senge, P. M. (1990b). The leader‟s new work: Building learning organisations. Sloan Management Review, 32(1), 7-23. Sekaran, U. & Bougie, R. (2013). Research Methods for Business: A Skill Building Approach. Sixth Edition. UK: John Wiley & Sons. Ltd. Short, D., & Jarvis, L. (2000). Developing workplace leaders through their emotional reactions: Creating committed change in a learning organisation. In K. P. Kuchinke (Ed.), Academy for Human Resource Development Conference Proceedings. Raleigh-Durham, NC: AHRD Press, 22–51. Solomon, E. E. (1986). Private and public sector managers: An empirical investigation of job characteristics and organizational climate. Journal of Applied Psychology, 71(2), 247-259. Sonnentag, S. (2003).Recovery, work engagement, and proactive behavior: a new look at the interface between nonwork and work. Journal of Applied Psychology, 88(3), 518-528. Srikanthan, G. & Dalrymple, J. (2002) Developing a Holistic Model for Quality in Higher Education. Quality in Higher Education, 8(3), 215-224. Sundstrom, E., De Meuse, K. P., & Futrell, D. (1990). Work teams: Applications and effectiveness. American Psychologist, 45(2), 120. Szekeres, J. (2004). The invisible workers. Journal of Higher Education Policy and Management, 26(1), 7-22. Tseng, C. (2011). The influence of strategic learning practices on staff commitment. Journal of Multidisciplinary Research, 3(1), 5-23. UiTM. (2014). Historical Development. Retrieved from http://www.uitm.edu.my/index.php/en/about-uitm/uitm-profile-history/historicaldevelopment? showall=1&limitstart=. UiTM. (2011). Vice-Chancellor Circular No. 7/2011. Shah Alam: UiTM. UiTM Perlis. (2014). Historical Development. Retrieved from http://perlis.uitm.edu.my/v1/index.php?option= com_content&view=article&id=12&Itemid=15. Wen, H. (2014). The nature, characteristics and ten strategies of learning organisation. International Journal of Educational Management, 28(3), 289–298. Whitchurch, C. (2004). Administrative managers: A critical link. Higher Education Quarterly, 58(4), 280-298. White, J & Weathersby, R. (2005). Can universities become true learning organisations? Learning Organisation, 12(3), 292–298. Williams, R. S. (2002). Managing staff performance: Design and implementation in organizations. London, UK: Thompson Learning. Yang, B. (2003). Identifying valid and reliable measures for dimensions of a learning culture. Advances in Developing Human Resources, 5(2), 152-162. Zikmund, W. G., Babin, B. J., Carr, J. C. & Griffin, M. (2010). Business Research Methods. Canada: South-Western Cengage Learning.

Learning organisation and job performance among UiTM Perlis staff

Similar Items