Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya

Beth Wangari Njuguna; Esther Waiganjo; Willy Muturi

doi:doi:10.11648/j.jbed.20210602.11

| Peer-Reviewed

Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya

Beth Wangari Njuguna, Esther Waiganjo, Willy Muturi

Published in Journal of Business and Economic Development (Volume 6, Issue 2)

Received: 5 February 2021 Accepted: 9 March 2021 Published: 26 April 2021

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

Organizational learning (OL) is increasingly being adopted by many organizations in today's fast-paced, highly competitive world to explore ways to design organizations so that they fulfil their functions effectively, encourage people to reach their full potential, and, at the same time, give their organizations the edge it needs to survive thereby keep fulfilling their purpose. This paper sought to determine the influence of employee training on organizational learning. The study reviewed the theories of organizational learning focusing mainly on the human capital theory and Kanter’s theory as well the empirical literature relevant to the study. The study adopted a descriptive research design and both quantitative and qualitative approaches. This ensured complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was from 18 private charted Universities authorized to offer higher education in Kenya, through stratified sampling technique. The sample population comprised 180 respondents, comprising participants in the rank of managerial staff grade 13-15. The study obtained data by use of interview schedules and drop and pick questionnaire, and analysed to obtain descriptive and inferential statistics. The study obtained a response of 87%. The study findings points out that training is a key driver of organizational learning as it helps employees develop themselves with appropriate skills, knowledge and ability. Training presents a good opportunity to increase the knowledge base of the employees and is beneficial to the institution as it steers up organizational learning; thus, this is a worthwhile investment. The study revealed that in private universities in Kenya, employee training is a significant predictor of organizational learning. In view of the findings, the study recommends that that top management in private chartered institutions and other institutions of higher education be required to provide the right organizational environment that allows the development of individuals, groups and teams to learn.

Published in	Journal of Business and Economic Development (Volume 6, Issue 2)
DOI	10.11648/j.jbed.20210602.11
Page(s)	58-64
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Human capital, Employee Training, Organizational Learning, Private Universities, Stratified Sampling

References

[1]	Argote, L. (2012). Organizational learning and knowledge management. In S. Kozlowski (Ed.).
[2]	Oxford handbook of organizational psychology. Oxford: Oxford University Press.
[3]	Armstrong, M. (2006). A Handbook of Human Resource Management Practice (10th ed.). London: Kogan Page Limited.
[4]	Armstrong, M. (2009). A handbook of Human Resource Management Practice (11th ed.). London: Kogan Page.
[5]	Baek-Kyoo, J., & Ji Hyun, S. (2010). Psychological empowerment and organizational commitment: the moderating effect of organizational learning culture. Human Resource Development International, 13 (4): 425-441.
[6]	Balakrishnan, C., & Masthan, D. (2013). Impact of Internal Communication on Employee Engagement: A Study at Delhi International Airport. International Journal of Scientific and Research Publications, 3 (8), 1-13.
[7]	Barney, J. (2001). Is the resource-based view a useful perspective for strategic management research? Yes. Academy of Management Executive, 26 (1), 41-56.
[8]	Creswell, J. W. (2013). Research Design: Qualitative, Quantitative, and Mixed methods.
[9]	Approaches. (4th ed.). Boston: Paperback, Boylston Street.
[10]	Cross, R., & Israeli, S. (2000). Strategic Learning in a Knowledge Economy: Individual, Collective and Organizational Process. Feeding Organizational Memory. In L. Rober, J. Cross, & S. B. Israelit (Eds.), Strategic Learning in a Knowledge Economy: Individual, Collective and Organizational Process. Feeding Organizational Memory, 69-90. Oxford: Butterworth-Heinemann.
[11]	Crossan, M., & Apaydin M., (2010). A muti-dimenstional framework of organizational innovation: A sytematic review of the literation. Journal of Management Studies, 47 (6), 1154-1191.
[12]	Crossan, M. M., Lane H. W. & White R. E. (1999). An organizational learning framework: from intuition to institution. Academy of Management Review, (24) 3, 522-537.
[13]	Daft, R. L., (2001). Organization Theory and Design (7th ed.). Ohio: South-Western College Publishing.
[14]	Delahaye, B. L., (2005). Human Resource Development. Adult learning and knowledge management (2nd ed). Wiley. Australia.
[15]	Dolphin, R., (2015). Internal Communications: Today's Strategic Imperative. Journal of Marketing Communications, 11 (3), 171-190.
[16]	Dominick, J. (2012). The Dynamics of Mass Communication (12th ed.). Boston: McGraw-Hill.
[17]	Drafke, M. (2013). The Human Side of Organizations (14th ed.). New York: Prentice Hall.
[18]	Driver, M. (2010). Learning as lack: Individual learning in organizations as an empowering encounter with failed imaginary constructions of the self. Management Learning Journal, (41), Kaptein, M. (2011). From inaction to external whistleblowing: the influence of the ethical culture of organizations on employee responses to observed wrongdoing. Journal of Business Ethics, (98) 3, pp. 513-530.
[19]	Kalla, H. K. (2015). Integrated internal communications: A multidisciplinary perspective. Corporate Communications: An International Journal, 10 (4), 302-314.
[20]	Kaluyu, V. K., Chebere, M. G., & Gichunge, E. (2014). The moderating effect of quality assurance mechanisms on the relationship between strategic factors and sustainable competitive advantage: A Case of Universities in Kenya. Prime Journal of Business Administration and Management, 4 (11), 1686-1707.
[21]	Kamau, S. M. (2013). Competitive stategies adopted by private universities in Kenya. MBA Research Project, University of Nairobi, Kenya.
[22]	Kanter, R. M. (1993). Men and women of the corporation (2nd ed.). New York, NY: Basic Books.
[23]	Katkalo, V. S. Pitelis C. N. & Teece D. J., (2010). On the Nature and Scope of Dynamic Capabilities. Industrial and Corporate Change, (19) 4.
[24]	Kenya Law Reporting. (2012). Universities Act Chapter 210B. Nairobi: National Council for Law Reporting.
[25]	Keyton, J. (2011). Communication and organizational culture: A key to understanding work experience. Califonia: Thousand Oaks.
[26]	Khadka, S. (2009). Foundations of Human Resource Management. Kathmandu: Pradhan Book House.
[27]	Kipkebut, D. J. (2010). Organizational commitment and job satisfaction in higher educational institutions: The Kenyan case. Unpublished PhD Thesis. Mass: Middlesex University.
[28]	Kim, S., & Wright, P. M. (2011). Putting strategic human resource management in context: A contextualized model of high commitment work systems and its implications in China. Management and Organization Review, 7 (1), 153–174.
[29]	Kompo, D. K., & Tromp, D. L. (2006). Proposal and Thesis Writing: An Introduction. Nairobi: Paulines Publications Africa.
[30]	Kothari, C. R. (2008). “Research Methodology: Methods & Techniques" (2nd Revised Ed.), New Delhi: New Age International Publishers, New Delhi.
[31]	Kukenberger, M. R., Mathieu J. E., Ruddy T., (2012). A cross-level test of empowerment and process influences on members’ informal learning and team commitment. Journal of Management, 41 (3), 987-1016.
[32]	Kyndt, E, Dochy F, Nijs H. 2009. Learning conditions for non-formal and informal workplace learning. Journal Workplace Learn. (21), 369–83.
[33]	Lautizi, M., Laschinger, H. K., & Ravazzolo, S. (2009). Workplace empowerment, job satisfaction and job stress among Italian mental health nurses: An exploratory study. Journal of Nursing Management, 17 (4), 4446-452.
[34]	Lavrakas, P. J. (2008). Encyclopaedia of survey research methods. (Vol. 1). Thousand Oaks, CA: Sage Publications.
[35]	Ledingham, J. A. (2011). Relationship Management: A General Theory of Public Relations in Botan, C. H. and Hazleton, V. (eds) Public Relations Theory II, New Jersey: Lawrence Erlbaum Associates.
[36]	Leting, M. (2011). Socio-economic factors influencing academic performance. Lambert: Academic Publishing, 104.
[37]	Lam, A., & Lambermont-Ford, J.-P., (2010). Knowledge sharing in organizational contexts: a motivation-based perspective. Journal of Knowledge Management, 14 (1), 51-66.
[38]	Liao, C., & Wu, C. (2010). Managing knowledge contributed by ISO 9001: 2000. International Journal of Quality & Reliability Management, 22 (9), 968-985.
[39]	Lin, L. & Tseng C., (2013). ‘The influence of leadership behavior and psychological empowerment on job satisfaction’. The International Journal of Organizational Innovation, 5 (4), 21-29.
[40]	Linderman, K., Schroeder R. G., Zaheer S., Liedtke C., & Choo A. S.(2004). Integrating quality management practices with knowledge creation processes. Journal of Operations Management, (22), 589-607.
[41]	Lin, T. C., Wu, S. & Lu, C. T. (2012). Exploring the affect factors of knowledge sharing behavior: the relations model theory perspective. Expert Systems with Applications, (39) 1, 751-764.
[42]	Liu, Y. C. & Li, F. C. (2012). Exploration of social capital and knowledge sharing: An empirical study on student virtual teams. United States: Hershey. International Journal of Distance Education Technologies, 10 (2), 17-22.
[43]	Lockett, A., Thompson S., & Morgenstern U. (2009). The Development of the Resource-Based View of the Firm. International Journal of Management Reviews, (11).
[44]	López, S. P, Peón J. M, & Ordás C. J. V. (2007). Organizational learning as a determining factor in business performance. The Learning Organization, (12) 3, 227-245.
[45]	Lucas, L. M. (2010). The role of teams, culture, and capacity in the transfer of organizational practices. The Learning Organization, (17) 5, 419-436.
[46]	MacLeod, D. & Brady, C. (2013). The Extra Mile, How To Engage Your People To Win. Harlow: FT Prentice Hall.
[47]	Madhavaram, S. & Hunt, S. D. (2008). The service dominant logic and a hierarchy of operant resources: developing masterful operant resources and implications for marketing strategy. Journal of the Academy of Marketing Science, (36) 1, 67-82.
[48]	Magutu, P. O., Mbeche, M. I., Nyaoga, B. R., Nyamwange, O., Onger, R. N., & Ombati, T. O. (2010). Quality Management Practices In Kenyan Educational Institutions: The Case Of The UniversityOf Nairobi. African Journal of Business, 1, 14-28.
[49]	Makabila G., Iravo M., & Gichuhi, W. (2017). Organization learning in achieving competitive advantage on state corporation in Kenya. International journal or scientific and research publications, ISSN 2250-3153.

Cite This Article

Plain Text BibTeX RIS

APA Style

Beth Wangari Njuguna, Esther Waiganjo, Willy Muturi. (2021). Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya. Journal of Business and Economic Development, 6(2), 58-64. https://doi.org/10.11648/j.jbed.20210602.11

Copy | Download

ACS Style

Beth Wangari Njuguna; Esther Waiganjo; Willy Muturi. Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya. J. Bus. Econ. Dev. 2021, 6(2), 58-64. doi: 10.11648/j.jbed.20210602.11

Copy | Download

AMA Style

Beth Wangari Njuguna, Esther Waiganjo, Willy Muturi. Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya. J Bus Econ Dev. 2021;6(2):58-64. doi: 10.11648/j.jbed.20210602.11

Copy | Download

@article{10.11648/j.jbed.20210602.11,
  author = {Beth Wangari Njuguna and Esther Waiganjo and Willy Muturi},
  title = {Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya},
  journal = {Journal of Business and Economic Development},
  volume = {6},
  number = {2},
  pages = {58-64},
  doi = {10.11648/j.jbed.20210602.11},
  url = {https://doi.org/10.11648/j.jbed.20210602.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20210602.11},
  abstract = {Organizational learning (OL) is increasingly being adopted by many organizations in today's fast-paced, highly competitive world to explore ways to design organizations so that they fulfil their functions effectively, encourage people to reach their full potential, and, at the same time, give their organizations the edge it needs to survive thereby keep fulfilling their purpose. This paper sought to determine the influence of employee training on organizational learning. The study reviewed the theories of organizational learning focusing mainly on the human capital theory and Kanter’s theory as well the empirical literature relevant to the study. The study adopted a descriptive research design and both quantitative and qualitative approaches. This ensured complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was from 18 private charted Universities authorized to offer higher education in Kenya, through stratified sampling technique. The sample population comprised 180 respondents, comprising participants in the rank of managerial staff grade 13-15. The study obtained data by use of interview schedules and drop and pick questionnaire, and analysed to obtain descriptive and inferential statistics. The study obtained a response of 87%. The study findings points out that training is a key driver of organizational learning as it helps employees develop themselves with appropriate skills, knowledge and ability. Training presents a good opportunity to increase the knowledge base of the employees and is beneficial to the institution as it steers up organizational learning; thus, this is a worthwhile investment. The study revealed that in private universities in Kenya, employee training is a significant predictor of organizational learning. In view of the findings, the study recommends that that top management in private chartered institutions and other institutions of higher education be required to provide the right organizational environment that allows the development of individuals, groups and teams to learn.},
 year = {2021}
}

Copy | Download

TY  - JOUR
T1  - Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya
AU  - Beth Wangari Njuguna
AU  - Esther Waiganjo
AU  - Willy Muturi
Y1  - 2021/04/26
PY  - 2021
N1  - https://doi.org/10.11648/j.jbed.20210602.11
DO  - 10.11648/j.jbed.20210602.11
T2  - Journal of Business and Economic Development
JF  - Journal of Business and Economic Development
JO  - Journal of Business and Economic Development
SP  - 58
EP  - 64
PB  - Science Publishing Group
SN  - 2637-3874
UR  - https://doi.org/10.11648/j.jbed.20210602.11
AB  - Organizational learning (OL) is increasingly being adopted by many organizations in today's fast-paced, highly competitive world to explore ways to design organizations so that they fulfil their functions effectively, encourage people to reach their full potential, and, at the same time, give their organizations the edge it needs to survive thereby keep fulfilling their purpose. This paper sought to determine the influence of employee training on organizational learning. The study reviewed the theories of organizational learning focusing mainly on the human capital theory and Kanter’s theory as well the empirical literature relevant to the study. The study adopted a descriptive research design and both quantitative and qualitative approaches. This ensured complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was from 18 private charted Universities authorized to offer higher education in Kenya, through stratified sampling technique. The sample population comprised 180 respondents, comprising participants in the rank of managerial staff grade 13-15. The study obtained data by use of interview schedules and drop and pick questionnaire, and analysed to obtain descriptive and inferential statistics. The study obtained a response of 87%. The study findings points out that training is a key driver of organizational learning as it helps employees develop themselves with appropriate skills, knowledge and ability. Training presents a good opportunity to increase the knowledge base of the employees and is beneficial to the institution as it steers up organizational learning; thus, this is a worthwhile investment. The study revealed that in private universities in Kenya, employee training is a significant predictor of organizational learning. In view of the findings, the study recommends that that top management in private chartered institutions and other institutions of higher education be required to provide the right organizational environment that allows the development of individuals, groups and teams to learn.
VL  - 6
IS  - 2
ER  -

Copy | Download

Author Information

Beth Wangari Njuguna

School of Business, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
Esther Waiganjo

School of Business, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya
Willy Muturi

School of Business, Jomo Kenyatta University of Agriculture and Technology, Nairobi, Kenya

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Beth Wangari Njuguna, Esther Waiganjo, Willy Muturi. (2021). Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya. Journal of Business and Economic Development, 6(2), 58-64. https://doi.org/10.11648/j.jbed.20210602.11

Copy | Download

ACS Style

Beth Wangari Njuguna; Esther Waiganjo; Willy Muturi. Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya. J. Bus. Econ. Dev. 2021, 6(2), 58-64. doi: 10.11648/j.jbed.20210602.11

Copy | Download

AMA Style

Beth Wangari Njuguna, Esther Waiganjo, Willy Muturi. Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya. J Bus Econ Dev. 2021;6(2):58-64. doi: 10.11648/j.jbed.20210602.11

Copy | Download

@article{10.11648/j.jbed.20210602.11,
  author = {Beth Wangari Njuguna and Esther Waiganjo and Willy Muturi},
  title = {Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya},
  journal = {Journal of Business and Economic Development},
  volume = {6},
  number = {2},
  pages = {58-64},
  doi = {10.11648/j.jbed.20210602.11},
  url = {https://doi.org/10.11648/j.jbed.20210602.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.jbed.20210602.11},
  abstract = {Organizational learning (OL) is increasingly being adopted by many organizations in today's fast-paced, highly competitive world to explore ways to design organizations so that they fulfil their functions effectively, encourage people to reach their full potential, and, at the same time, give their organizations the edge it needs to survive thereby keep fulfilling their purpose. This paper sought to determine the influence of employee training on organizational learning. The study reviewed the theories of organizational learning focusing mainly on the human capital theory and Kanter’s theory as well the empirical literature relevant to the study. The study adopted a descriptive research design and both quantitative and qualitative approaches. This ensured complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was from 18 private charted Universities authorized to offer higher education in Kenya, through stratified sampling technique. The sample population comprised 180 respondents, comprising participants in the rank of managerial staff grade 13-15. The study obtained data by use of interview schedules and drop and pick questionnaire, and analysed to obtain descriptive and inferential statistics. The study obtained a response of 87%. The study findings points out that training is a key driver of organizational learning as it helps employees develop themselves with appropriate skills, knowledge and ability. Training presents a good opportunity to increase the knowledge base of the employees and is beneficial to the institution as it steers up organizational learning; thus, this is a worthwhile investment. The study revealed that in private universities in Kenya, employee training is a significant predictor of organizational learning. In view of the findings, the study recommends that that top management in private chartered institutions and other institutions of higher education be required to provide the right organizational environment that allows the development of individuals, groups and teams to learn.},
 year = {2021}
}

Copy | Download

TY  - JOUR
T1  - Influence of Employee Training on Organization Learning in Private Chartered Universities in Kenya
AU  - Beth Wangari Njuguna
AU  - Esther Waiganjo
AU  - Willy Muturi
Y1  - 2021/04/26
PY  - 2021
N1  - https://doi.org/10.11648/j.jbed.20210602.11
DO  - 10.11648/j.jbed.20210602.11
T2  - Journal of Business and Economic Development
JF  - Journal of Business and Economic Development
JO  - Journal of Business and Economic Development
SP  - 58
EP  - 64
PB  - Science Publishing Group
SN  - 2637-3874
UR  - https://doi.org/10.11648/j.jbed.20210602.11
AB  - Organizational learning (OL) is increasingly being adopted by many organizations in today's fast-paced, highly competitive world to explore ways to design organizations so that they fulfil their functions effectively, encourage people to reach their full potential, and, at the same time, give their organizations the edge it needs to survive thereby keep fulfilling their purpose. This paper sought to determine the influence of employee training on organizational learning. The study reviewed the theories of organizational learning focusing mainly on the human capital theory and Kanter’s theory as well the empirical literature relevant to the study. The study adopted a descriptive research design and both quantitative and qualitative approaches. This ensured complete description of the situation, making sure that there is minimum bias in the collection of data. The target population for the study was from 18 private charted Universities authorized to offer higher education in Kenya, through stratified sampling technique. The sample population comprised 180 respondents, comprising participants in the rank of managerial staff grade 13-15. The study obtained data by use of interview schedules and drop and pick questionnaire, and analysed to obtain descriptive and inferential statistics. The study obtained a response of 87%. The study findings points out that training is a key driver of organizational learning as it helps employees develop themselves with appropriate skills, knowledge and ability. Training presents a good opportunity to increase the knowledge base of the employees and is beneficial to the institution as it steers up organizational learning; thus, this is a worthwhile investment. The study revealed that in private universities in Kenya, employee training is a significant predictor of organizational learning. In view of the findings, the study recommends that that top management in private chartered institutions and other institutions of higher education be required to provide the right organizational environment that allows the development of individuals, groups and teams to learn.
VL  - 6
IS  - 2
ER  -

Copy | Download