employee training

employee training - Copyright The British Psychological...

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Copyright © The British Psychological Society Reproduction in any form (including the internet) is prohibited without prior permission from the Society How leaders stimulate employee learning: A leader–member exchange approach Xander M. Bezuijen, Karen van Dam*, Peter T. van den Berg and Henk Thierry Tilburg University, The Netherlands This study investigated how leader–member exchange (LMX), goal setting, and feedback are related to employee engagement in learning activities. Two different mechanisms were proposed: a mediating mechanism holding that LMX elicits speciFc leader behaviours (i.e., goal setting and feedback) which would mediate the LMX- learning relationship, and a moderating mechanism, holding that LMX would strengthen the effect of these leader behaviours. A sample of 1,112 employees from 7 organizations completed questionnaires that measured LMX, goal speciFcity, feedback, and self- reports of employee engagement in learning activities. The 233 direct leaders of these employees completed questionnaires that measured goal difFculty and leader ratings of employee engagement in learning activities. Multi-level analysis showed that goal difFculty and goal speciFcity mediated the relationship between LMX and employee engagement in learning activities, and that LMX moderated the relationship of goal difFculty with employee engagement in learning activities. With these Fndings, the present study contributes to the literatures on LMX, goal setting, and employee development. Employee engagement in learning activities is becoming increasingly important for organizational effectiveness and for employee success in today’s rapidly changing workplace. Engagement in learning activities refers to employees’ discretionary behaviours in ongoing learning activities to master new knowledge, skills, and abilities (Bezuijen, van den Berg, van Dam, & Thierry, 2009). These activities can take different forms such as training assignments on and off the job, challenging and novel tasks, special projects, and job transitions (McCauley & Hezlett, 2001). Employee learning is generally considered an essential prerequisite for organizational adaptability and competitiveness (Maurer, Pierce, & Shore, 2002). Despite the importance of employee learning, little is known about how leaders encourage employees to engage in learning activities, and researchers have not delineated the speciFc behaviours and mechanisms through which such learning occurs (Vera & Crossan, 2004). * Correspondence should be addressed to Dr Karen van Dam, Tilburg University, FSW, W/O Psychology, PO Box 90153, 5000 LE Tilburg, The Netherlands (e-mail: k.vandam@uvt.nl). The British Psychological Society 673 Journal of Occupational and Organizational Psychology (2010), 83, 673–693 q 2010 The British Psychological Society www.bpsjournals.co.uk DOI:10.1348/096317909X468099
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Copyright © The British Psychological Society Reproduction in any form (including the internet) is prohibited without prior permission from the Society The objective of the present study was to address this issue by applying leader– member exchange (LMX) theory to employee learning. According to LMX theory,
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employee training - Copyright The British Psychological...

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