Shaping Growth: Employee Development and Learning Environments in Organizations.
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| Název: | Shaping Growth: Employee Development and Learning Environments in Organizations. |
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| Autoři: | Rechter, Eyal, Sverdlik, Noga, Kluger, Avraham N., Decius, Julian, Egan, Toby Marshall |
| Zdroj: | Academy of Management Annual Meeting Proceedings; 2025, Vol. 2025 Issue 1, pN.PAG-N.PAG, 1p |
| Abstrakt: | Research consistently demonstrates that investment in employee development and learning enhances individual performance and drives organizational success, improving productivity and overall outcomes (e.g., Aguinis & Kraiger, 2009; Tannenbaum & Wolfson, 2022). Employee development is increasingly shifting toward an employee-driven model, where individuals play a more proactive role in shaping their growth (Decius, Schaper, Klug, & Seifert, 2023), with the support of the organization (Bell, Tannenbaum, Ford, Noe, & Kraiger, 2017; Dachner, Ellingson, Noe, & Saxton, 2021; Egan, Yang, & Bartlett, 2004). This shift has led to calls for research that emphasizes the collaborative partnership between employer and employee, the importance of contextualized learning, and a redefinition of how human capital is valued (Dachner et al., 2021). This symposium addresses the landscape of employee development by exploring how the employer-employee partnership and contextual factors such as learning opportunities (Hezlett & McCauley, 2018; Maurer, Weiss, & Barbeite, 2003), supervisor support (Colquitt, LePine, & Noe, 2000; Nahum-Shani, Henderson, Lim, & Vinokur, 2014; Park, Kang, & Kim, 2018) and involvement (Akdere & Egan, 2020), and team climate (Smith-Jentsch, Salas, & Brannick, 2001), shape learning and growth in contemporary organizations. Each presentation enriches our understanding of this partnership and its implications for employee development, exploring various forms of learning, from informal opportunities to formal training. The first presentation focuses on how differentiating between growth-oriented (prospective) and deficiency-based learning opportunities can predict employees' experience and outcomes, highlighting the role of individual agency in the development process. The second presentation explores the impact of collaborative learning environments on team creativity and innovation, underscoring the importance of shared goals and trust in fostering collective intelligence. The third presentation explores how managerial motives to develop employees explain employee attachment and organizational satisfaction, offering insights into how managerial intentions strengthen the employer-employee bond. Finally, the fourth presentation delves into the power of training advanced listening techniques in enhancing interpersonal connections, showing how communication plays a crucial role in supporting employee growth. Together, these presentations emphasize the need to consider the dynamic interplay of individual, team, managerial, and organizational factors in crafting development opportunities that are both effective and contextually relevant. Presentations: Decius, Schilbach, and Graßmann refine the understanding of work-related learning opportunities by distinguishing between prospective learning opportunities (P-LOs) and deficiency-based learning opportunities (D- LOs). P-LOs, which focus on personal growth and preparing employees for future tasks, are consistently associated with positive learning outcomes. In contrast, D-LOs, driven by current skill deficiencies, offer challenges that can stimulate learning but may lead to emotional exhaustion if not carefully managed. Through longitudinal research and the application of Conservation of Resources (COR) theory, their study suggests that while P-LOs consistently promote positive outcomes, D- LOs require careful handling to ensure they are not too overwhelming. This work contributes to the broader conversation about the importance of creating environments where employees can thrive through growth- oriented learning opportunities, supporting the call for more contextualized and proactive employee development strategies. Egan's study delves into the role of structured collaborative learning environments, such as action learning, in fostering team creativity and problem-solving. By focusing on teams in various sectors, the research highlights the powerful impact of collective intelligence on adaptability and innovation in the workplace. The study presents a framework for successful collaborative learning that includes essential factors like trust, communication, shared goals, and alignment with desired outcomes. These insights are particularly relevant for organizations looking to build an innovation-oriented culture that encourages individual performance, teamwork, and creativity. Egan's work offers practical guidance for organizations seeking to improve team dynamics and enhance performance in rapidly evolving environments. Rechter and Sverdlik explore how managers' motives to support and engage in employee development opportunities contribute to employee bonding, organizational satisfaction, identification, and retention. Grounded in Schwartz's theory of personal values (1992), their research distinguishes between four main managerial motives: Self-centered (own focus), other-centered (employee focus), openness (innovation), and normative (compliance with expectations). Results from two studies show that managers' self- centered and compliance motives have a negative effect on employee attachment, while others-centered and openness motives have a positive effect. These effects are mainly evident when organizational engagement in Employee development is perceived as low. This research emphasizes the importance of considering managerial motives over and above the role of managerial support in employee development. In the final presentation, Kluger, Schmidt, Kolundžija, Lehmann, and Rajnis examine the role of effective listening in fostering deeper interpersonal connections and positive organizational outcomes. Drawing on Episodic Listening Theory, the study emphasizes how listening enhances cognitive flexibility, emotional intelligence, and performance by creating moments of connection. Despite the evident importance of listening skills, the research identifies a gap in training programs focused solely on short-term, single-protocol approaches like active listening. In response, a holistic listening training program was developed, integrating various listening techniques and targeting both immediate and long-term outcomes. Preliminary findings from a train-the-trainer course suggest that this program significantly enhances listening skills, cognitive complexity, and emotional connection, particularly in social service professionals. This work highlights the potential of advanced listening techniques in improving both interpersonal relationships and organizational performance, offering valuable insights for developing more effective, long-term employee development strategies. Opportunity Makes a Learner? A Refined Conceptual Understanding of Learning Opportunities Author: Julian Decius; University of Bremen Author: Miriam Schilbach; Author: Carolin Graßmann; VICTORIA Hochschule Berlin Author: Annelie Lorber; University of Bremen Harnessing Collective Intelligence: Action Learning Oriented Teams Enhancing Workplace Innovation Author: Toby Marshall Egan; University of Maryland College Park The Role of Managers Motives to Engage in Employee Development in Predicting Organizational Outcomes Author: Eyal Rechter; Ono Academic College Author: Noga Sverdlik; Development of Listening Skills and Its Outcomes: A Field Experiment Author: Avraham N. Kluger; The Hebrew University of Jerusalem Author: Peter Schmidt; Justus Liebig University Giessen Author: Eli Wortmann-Kolundzija; German Institute of Development and Sustainability (IDOS), Bonn Author: Michal Lehmann; Carnegie Mellon University Author: Tatjana Rajnis; - [ABSTRACT FROM AUTHOR] |
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| Databáze: | Complementary Index |
Nájsť tento článok vo Web of Science | Abstrakt: | Research consistently demonstrates that investment in employee development and learning enhances individual performance and drives organizational success, improving productivity and overall outcomes (e.g., Aguinis & Kraiger, 2009; Tannenbaum & Wolfson, 2022). Employee development is increasingly shifting toward an employee-driven model, where individuals play a more proactive role in shaping their growth (Decius, Schaper, Klug, & Seifert, 2023), with the support of the organization (Bell, Tannenbaum, Ford, Noe, & Kraiger, 2017; Dachner, Ellingson, Noe, & Saxton, 2021; Egan, Yang, & Bartlett, 2004). This shift has led to calls for research that emphasizes the collaborative partnership between employer and employee, the importance of contextualized learning, and a redefinition of how human capital is valued (Dachner et al., 2021). This symposium addresses the landscape of employee development by exploring how the employer-employee partnership and contextual factors such as learning opportunities (Hezlett & McCauley, 2018; Maurer, Weiss, & Barbeite, 2003), supervisor support (Colquitt, LePine, & Noe, 2000; Nahum-Shani, Henderson, Lim, & Vinokur, 2014; Park, Kang, & Kim, 2018) and involvement (Akdere & Egan, 2020), and team climate (Smith-Jentsch, Salas, & Brannick, 2001), shape learning and growth in contemporary organizations. Each presentation enriches our understanding of this partnership and its implications for employee development, exploring various forms of learning, from informal opportunities to formal training. The first presentation focuses on how differentiating between growth-oriented (prospective) and deficiency-based learning opportunities can predict employees' experience and outcomes, highlighting the role of individual agency in the development process. The second presentation explores the impact of collaborative learning environments on team creativity and innovation, underscoring the importance of shared goals and trust in fostering collective intelligence. The third presentation explores how managerial motives to develop employees explain employee attachment and organizational satisfaction, offering insights into how managerial intentions strengthen the employer-employee bond. Finally, the fourth presentation delves into the power of training advanced listening techniques in enhancing interpersonal connections, showing how communication plays a crucial role in supporting employee growth. Together, these presentations emphasize the need to consider the dynamic interplay of individual, team, managerial, and organizational factors in crafting development opportunities that are both effective and contextually relevant. Presentations: Decius, Schilbach, and Graßmann refine the understanding of work-related learning opportunities by distinguishing between prospective learning opportunities (P-LOs) and deficiency-based learning opportunities (D- LOs). P-LOs, which focus on personal growth and preparing employees for future tasks, are consistently associated with positive learning outcomes. In contrast, D-LOs, driven by current skill deficiencies, offer challenges that can stimulate learning but may lead to emotional exhaustion if not carefully managed. Through longitudinal research and the application of Conservation of Resources (COR) theory, their study suggests that while P-LOs consistently promote positive outcomes, D- LOs require careful handling to ensure they are not too overwhelming. This work contributes to the broader conversation about the importance of creating environments where employees can thrive through growth- oriented learning opportunities, supporting the call for more contextualized and proactive employee development strategies. Egan's study delves into the role of structured collaborative learning environments, such as action learning, in fostering team creativity and problem-solving. By focusing on teams in various sectors, the research highlights the powerful impact of collective intelligence on adaptability and innovation in the workplace. The study presents a framework for successful collaborative learning that includes essential factors like trust, communication, shared goals, and alignment with desired outcomes. These insights are particularly relevant for organizations looking to build an innovation-oriented culture that encourages individual performance, teamwork, and creativity. Egan's work offers practical guidance for organizations seeking to improve team dynamics and enhance performance in rapidly evolving environments. Rechter and Sverdlik explore how managers' motives to support and engage in employee development opportunities contribute to employee bonding, organizational satisfaction, identification, and retention. Grounded in Schwartz's theory of personal values (1992), their research distinguishes between four main managerial motives: Self-centered (own focus), other-centered (employee focus), openness (innovation), and normative (compliance with expectations). Results from two studies show that managers' self- centered and compliance motives have a negative effect on employee attachment, while others-centered and openness motives have a positive effect. These effects are mainly evident when organizational engagement in Employee development is perceived as low. This research emphasizes the importance of considering managerial motives over and above the role of managerial support in employee development. In the final presentation, Kluger, Schmidt, Kolundžija, Lehmann, and Rajnis examine the role of effective listening in fostering deeper interpersonal connections and positive organizational outcomes. Drawing on Episodic Listening Theory, the study emphasizes how listening enhances cognitive flexibility, emotional intelligence, and performance by creating moments of connection. Despite the evident importance of listening skills, the research identifies a gap in training programs focused solely on short-term, single-protocol approaches like active listening. In response, a holistic listening training program was developed, integrating various listening techniques and targeting both immediate and long-term outcomes. Preliminary findings from a train-the-trainer course suggest that this program significantly enhances listening skills, cognitive complexity, and emotional connection, particularly in social service professionals. This work highlights the potential of advanced listening techniques in improving both interpersonal relationships and organizational performance, offering valuable insights for developing more effective, long-term employee development strategies. Opportunity Makes a Learner? A Refined Conceptual Understanding of Learning Opportunities Author: Julian Decius; University of Bremen Author: Miriam Schilbach; Author: Carolin Graßmann; VICTORIA Hochschule Berlin Author: Annelie Lorber; University of Bremen Harnessing Collective Intelligence: Action Learning Oriented Teams Enhancing Workplace Innovation Author: Toby Marshall Egan; University of Maryland College Park The Role of Managers Motives to Engage in Employee Development in Predicting Organizational Outcomes Author: Eyal Rechter; Ono Academic College Author: Noga Sverdlik; Development of Listening Skills and Its Outcomes: A Field Experiment Author: Avraham N. Kluger; The Hebrew University of Jerusalem Author: Peter Schmidt; Justus Liebig University Giessen Author: Eli Wortmann-Kolundzija; German Institute of Development and Sustainability (IDOS), Bonn Author: Michal Lehmann; Carnegie Mellon University Author: Tatjana Rajnis; - [ABSTRACT FROM AUTHOR] |
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| ISSN: | 21516561 |
| DOI: | 10.5465/AMPROC.2025.15782symposium |