Organizational learning practices in state corporations in Kenya
Kamuti, Boniface K
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Organizational Learning is practical when the management can identify actual activities that can be undertaken and implemented to enable the organization excel in innovation,competition, efficiency and performance. State corporations in Kenya have been under immense pressure to reform driven by economic, political, global and technology driven imperatives. Various key reforms have been undertaken by the government over the years in these corporations to increase performance and efficiency in light of the changing environment. This study set out to identifying the various organizational learning practices adopted by state corporations in Kenya and on documenting the factors that influence the adopting of these practices. A census survey was carried out using an online questionnaire. The questionnaire targeted one respondent per organization in any of the working levels within state corporations. Findings indicated that state corporations adopt practices such as: skills management, continuous learning, dialogue and inquiry, open communication. They however do not successfully adopt, mentorship, motivation, training and development and knowledge management. The factor that was noted to greatly influence learning was management support. However factors such as motivation, organization culture, and structure of the organization were also recognized to be important in influencing implementation of learning practices. It was also observed that when motivation in the form of rewards is adopted as a practice, learning would be enhanced in state corporations.
University of Nairobi, Kenya