Impact of Organization Learning Mechanisms on Employees in a Government Linked Company

Abstract

Organizational learning is widely acknowledged as a crucial factor in enhancing employee performance, adaptability, and long-term sustainability. In the context of government-linked companies (GLCs), organisational learning tools including knowledge exchange, training programs, mentoring, and feedback systems are very important for improving employee skills and making sure that their skills are in line with national strategic objectives. Since GLCs are positioned as catalysts for socio-economic development, it is essential to comprehend the impact of organisational learning mechanisms to build their human capital. This study contributes to both academic discourse and practical policy-making in the field of public sector management and organizational development by bringing attention to the impact that these factors have on employees. This study aims to investigate the impact of how learning organization is influenced by the environment and to identify the learning and development needs in learning organization. Furthermore, this study also investigates the learning organization in achieving the learning and development needs. A quantitative research design was utilised, employing a structured survey disseminated to personnel across multiple departments within the GLC. A sample of 34 employees was chosen via simple random sampling to ensure representation of management, supervisory, and operational personnel. Descriptive and inferential statistical studies were performed to investigate the correlations between organisational learning processes and employee outcomes. The research is limited to one government-linked company, perhaps limiting the practicality of the outcomes to other GLCs or private entities. The most obvious finding to emerge from the analysis is that all the employees agreed that they are multi-skills and they do understand the mission of the organization does reflect the purpose of the organization. Hence, the findings reported in this study suggest that organization learning mechanisms are useful to help the company to function in synergy with the goals of the organization. However, the findings also highlighted the crucial of undergoing the training that meets their needs. The study also instigates the company need to provide consistently conducive environment in justifying generational differences in how employees perceive and benefit from these mechanisms. The findings highlight the necessity for GLCs to implement more extensive and inclusive organisational learning initiatives to improve workforce capabilities. The study offers practitioners pragmatic insights for the development of efficient training and knowledge-sharing systems. It underscores the necessity for policymakers to foster learning-oriented cultures inside GLCs to guarantee sustainable organisational development and alignment with diverse contexts.