Workplace learning and task performance: the moderating role of innovation and communication oriented culture

The Malaysian Public Service has taken diverse measures to reduce performance-related problems. The New Economic Model (NEM) was established in 2010 to strengthen the public sector in Malaysia in decision making and performance appraisal as well. It enhanced public sector performance and efficiency in service delivery and service quality. The purpose of this research was to investigate the strength level of the relationship between types of workplace learning and task performance in an innovation and communication-oriented culture. The relationship between three types of workplace learning, organizational culture and task performance were hypothesized to determine the moderating effect of communication and innovation orientation. These five hypotheses were supported. Interaction effect software was used to determine the power of relationship in the levels of a communication and innovation- oriented culture. The complementary role of these values was identified in the relationship between workplace learning and task performance

Improving job performance: workplace learning is the first step

The present study aims to contribute new knowledge to the existing literature on workplace learning and job performance. Particularly, the study analyzes contemporary literature on workplace learning and job performance, specifically formal and informal learning as well as employee task performance and contextual performance. The study hypothesized that informal, incidental and formal workplace learning have direct positive significant relationships with employee task and contextual performance

Successful workplace learning : moderating effect of organizational culture.

A main point of this study was that successful workplace learning is depended on workplace environment and its relationship with job performance will be improved in certain organizational culture values and practices. We hypothesized that the relationship between formal, informal and incidental workplace learning with task and contextual performance would be higher in result-oriented cultures. These two hypotheses were supported. We further hypothesized and found support that workplace learning and task performance relationships are stronger in combined outcome- and innovation-oriented cultures. Our results indicate that these two cultural values complement each other in facilitating positive outcomes for workplace learning

Moderating effect of organizational culture on the relationship between workplace learning and job performance in selected public organizations in Malaysia

The purpose of this study was to investigate the moderating effect of organizational culture on the relationship between workplace learning and job performance in the Malaysian public sector. The conceptual model proposed that workplace learning was assumed to associate with job performance, and this association is influenced by organizational culture. In this respect, relationships were examined among three types of workplace learning (formal, informal, and incidental), five types of organizational culture (result orientation, innovation orientation, teamwork orientation, communication orientation, employee orientation), and two types of job performance (task performance, contextual performance). The subjects of this study were Malaysian officers who had worked in the public sector more than one year, and agreed to complete the survey. A questionnaire with 64 questions (excluding demographic items) was designed. About 369 hundred questionnaires were distributed to two organizations, and 338 responses were collected. The final response rate, after 16 unusable responses were identified, was 95% (322). Cronbach’s alpha verified the reliability of the overall instrument, as well as the sections of the survey. Construct validity was determined using confirmatory factor analysis (CFA). Correlation analysis and structural equation modelling (SEM) techniques by Amos 18 were conducted to test the hypotheses of the study. The results showed a significant positive relationship between workplace learning (formal, informal and incidental) and job performance (task and contextual).The current research also found a significant positive relationship between result orientation culture with two types of job performance but there was a significant relationship between employee orientation culture and task performance. In addition, the moderating effect of innovation, teamwork, communication, and employee orientation culture on the relationship between informal workplace learning and job performance (task and contextual) were significant. Moreover, the moderating effect of innovation, and employee orientation culture on the relationship between incidental workplace learning and contextual performance were significant. The results of this study provide an insight and add new knowledge to a public sector environment which can help increase formal and informal workplace learning among employees, as this can facilitate positive workplace behaviours and strengthen organizational performance. Strategies such as workplace interventions, in-service training techniques may increase levels of contextual performance and task performance from moderate to high. Based on the results of the study, several issues are discussed. Additionally, research directions for future research are recommended, and both theoretical and practical implications for Human Resource Development are provided

Succession Planning for Managers in the Organization: A Case Study of the Ports and Maritime Organization

Succession planning involves a deliberate and systematic organization's effort to ensure the continuity of leadership in crucial roles, retain and nurture intellectual and knowledge assets for the future, and promote individual progress. Research studies have highlighted that succession planning primarily focuses on the development of individuals through training, mentorship, and coaching. The objective of this study is to introduce a model that elucidates the process of succession planning for managers within the Ports and Maritime Organization. In today's rapidly globalizing markets, the identification of individuals possessing the essential skills and attributes required to steer organizations toward the future has exerted mounting pressure on these organizations. Numerous senior leaders have underscored the significance of an organization's capacity to identify, foster, and deploy effective leadership talent as a key factor in achieving success. This study is an applied descriptive-analytical study that employs a survey methodology. The research cohort comprises employees within the Ports and Maritime Organization. Data were gathered through a questionnaire developed by the researcher, which underwent validation for reliability and validity. Confirmatory factor analysis was subsequently utilized to evaluate the proposed model. The results demonstrated a favorable fit for the proposed model. As per the findings, the existing managerial succession planning model encompasses four dimensions: policy formulation, competency criteria, candidate evaluation, and individual development programs (centered on education). The results suggest potential advantages in crafting and executing training initiatives aimed at enhancing education-based individual development among managers and enhancing the efficiency of succession planning

Improving Job Performance: Workplace Learning is the First Step

The present study aims to contribute new knowledge to the existing literature on workplace learning and job performance. Particularly, the study analyzes contemporary literature on workplace learning and job performance, specifically formal and informal learning as well as employee task performance and contextual performance. The study hypothesized that informal, incidental and formal workplace learning have direct positive significant relationships with employee task and contextual performance