Organizational Learning in a Multidimensional Framework

Within a multidimensional framework consisting of motivation for training, access to training, benefits from training and support for training and the results revealed that all dimensions of training positively affected employee commitment. Rory Donnelly and Orlando (2009) highlight the role that inter-organisational relations and/or national institutional context play in shaping career patterns in knowledge forms of work. Bolton, Shantay (2010) showed that there were significant differences in career motivation and career decisions between cohorts. Bigliardi et al. (2005) emphasized that having a variety of career opportunities within an organisation is important to reduce levels of turnover intent.

Austin, Charlene (2009) identified that vital friends have a positive influence on perception of job satisfaction, and vital friends influence career advancement. The data suggested that vital friendship is important, friendship matters in the workplace, and vital friends influence job satisfaction and career advancement.

According to Rideout, Latrice H (2010) commitment to one’s occupation is a stronger predictor of behavior than is commitment to the organisation. Why people work is more important than where they work.

Furthermore, meaning, not money is a better predictor of citizenship behaviors. Caroline Aubé, Vincent Rousseau, Estelle M. Morin (2007) used a sample of 249 prison employees and found that perceived organisational support is positively and significantly correlated with affective and normative commitment. Wayne Pace (2004) explored a significant relationship between organisational commitment and organisational climate by administering a sample of 1,413 employees from 42 countries of origin. Hassan Rangriz and Javad Mehraby (2010) stated that there is a significant relationship between employees ‘Emotional Intelligence, organisational commitment and employees’ performance.

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Mark A. Shadur Rene Kienzle John J. Rodwell (1999) found that employee involvement depends on supportive climate and commitment.

Dilek Yilmaz Börekçi (2009) revealed that information and communication usage by leader affects follower’s perceptions related to his or her relation with his or her leader, which in turn influence follower’s positive work attitudes such as loyalty, trust, satisfaction, and perceived distributive justice. Zinta S. Byrne, Elaine Lemay (2006) explored that rich media (e.g., face-to-face) was most related to satisfaction and in perceived quality of information from the supervisor; lean media (e.g., company newsletter) from top management, while moderate media (e.g., e-mail) was only significantly related to perceived quality of urgent news. Tengku Marini (2007) identified that male staff perceived organisational climate more favorable as compared to females. Meanwhile, the friendly, precise and attentive style was found to be the predominant communication styles among the staff and the predominant organisational climate was achievement-oriented climate.

Patricia A. Martin, RN (2005) explored that there is a relationship between organisational climate and communication satisfaction among acute care nurses. Barbara Piscopo EdD, RN (1994) found that there was a significant positive correlation between organizational climate, communication and reported role strain in clinical nursing faculty. W. Dickson and D. Brent Smith (2004) examine the critical role that organizational leaders play in establishing a values based climate. James C. Sarros, Brian K. Cooper, Joseph C. Santora ( 2008) explores the relationship between transformational leadership and climate for organisational innovation and the extent to which a competitive, performance-oriented organizational culture mediates this relationship through the survey of 1158 managers. ever, David S (2010) evaluated the leadership of a U.S. based organisation acquired by a German conglomerate and will focus on the

implementation of transformational leadership by a host country manager in a multicultural organisation with a recent history of expatriate management. Adnan Iqbal (2009) explored that top management exercises initiating structure styles in their organisation while literature has highlighted that consideration style of leadership is most favourable and influential style of leadership on organisational effectiveness. Joseph Wallace: James Hunt; and Christopher Richards (1999) stated that a strong link between specific organisational climate items and a number of managerial values dimensions and also found that additional relationships between particular dimensions of culture, climate and managerial values are reported.

Handsome, Joseph Dewayne (2009) determined that job satisfaction increased with transformational leadership styles and decreased with laissez-faire leadership styles. Ryan, Jane L (2009) indicated that there is no significant relationship between generational cohort and employee perception of satisfaction with job opportunities and a weakly significant relationship between generational cohort and satisfaction with work environment. Wim J.L. Elving (2005) found that a distinction between the informative function of communication and communication as a means to create a community was made. In the suggested model communication has an effect not only on readiness for change, but also on uncertainty.

Maryle`Ne Gagne and Edward L. Deci (2005) described self- determination theory as a theory of work motivation and shows its relevance to theories of organisational behavior. Sergio Fernandez and Sergio Fernandez (2008) measures three types of leadership behavior task-oriented, relations-oriented and development-oriented and analyzes that all three types of leadership behavior are positively related to perceptions of performance, while relations-oriented and development-oriented behavior are positively related to job satisfaction. Tinne Vander E’st., et al., (2010) showed that organisational communication and participation were negatively related to job insecurity.

Aida Nasirah Binti Abdullah; and Hazmilah Binti Hasan revealed that the more favorable the perceived communication climate and organisational climate, are the higher the level of organisational commitment. Lowhorn, Greg L. (2009) explored that (a) organisational socialization and satisfaction with supervision predicted organisational commitment, (b) tenure and organisational socialization predicted job satisfaction, and (c) organisational commitment and job satisfaction predicted turnover intent. Supportive organisational leadership was not a predictor of either organisational commitment or job satisfaction. In addition, tenure was the only demographic characteristic studied that predicted any of the dependent variables, and it only predicted job satisfaction.