Organization Learning
It is necessary to precisely clarify what is meant by organizational learning. Several studies defined it as the key to success; moreover, it is inevitable organizations learn and develop their human resources to achieve their goals and vision as well as understand the employees’ beliefs and behaviors to reach full employee engagement in the training courses.
Kirwan (2016), addressed the rapid increment in organizational learning and development since the 1970s, as clear evidence of the knowledge economy, and it becomes a commitment to developing the organization's goals, and employee satisfaction, also organizational learning becomes a vital component of the organization's success.
What Makes Organization Success
Successful organizations benefit from the learning functions to enhance their competitiveness, these organizations create a corporate learning culture, commitment of employee development, and continued learning investment which leads the organizations to be qualified in the workforce in the future (Tarique, 2019, p. 3).
Likewise, Serrat (2017, p.70-71) argues that the key to success in modern organizations is continuous learning through supporting and energizing the organization, employees, knowledge, and technology for learning along with inspiring vision and values for learning and learning strategies to achieve the organization's vision.
Similarly, Laird (2017) described the learning organization as the title given to a modern organization that simplifies the learning to its employees and continuously deliver it as a function of human resource management related to the organization goals to improve the employee's knowledge, skills, and competencies that are acquired as a result of the learning vocational or functional skills related to the specific goal of improving employee’s productivity and performance.
In contrast, Desai (2015) argues that one of the factors that lead to an organization learning failures is when a specific department or individual has a specific failure, this failure dispersed over the whole organization. Sprinkle and Urick (2018, p. 107) however, suggest that the enhanced learning and new learning preferences done in organizations facilitate the organization’s mission.
When will the change come?
Although Smith et al. (2017) state that organizational learning is an harmonic environment of learning commitments that includes the employees, policies, and workplace, also, Cricka et al. (2013, p. 2255) suggest that the power of learning in organizations occurs when the environmental challenges appear alongside the change of information context. However, Neo et al., (2014) state that organizational learning happens in several forms at the level of employee, teamwork, and organizational levels and is controlled by thinking, learning needs, learning design, workplace facilitation, and the methodology of improving learning in the organization.
In the same way, Heaton (2017) argues that learning enables organizations to attain a dynamic and competitive environment that includes better communication and sense leading to the adaption of innovation and sustainable success.
Nevertheless, Dixon (2017) argues that organizational learning as a process takes four steps related to the stakeholders' satisfaction, he defined organizational learning as the purposeful use of learning processes at the individual, group, and system levels to transform the organization consistently in a path that is increasingly satisfying to its stakeholders in a four-step process, starts with the information spread, and ends with the organization's employees actions, based on the employee’s interpretation of the information.
L&D Significant Understanding in research
Since the definition of organizational learning varies among researchers, it is crucial to clarify how the term is significant to be understood by business owners and individuals. However, organizational learning and development is a comprehensive framework that includes two main pillars, the organization’s department, and the employees. This process starts with understanding organizational culture and business strategy and ends with employee satisfaction and engagement in the training courses. All processes and procedures in the learning and development framework are working consistently to attain the best benefits and performance for the organization.
Organizations in which training and learning are not only organizational goals to take the organizations to place in the market but also a valued way of life, where the knowledge is easily shared, and performance steadily improves at both the individual and organizational levels, is the factor that leads organizations to establish and expand cultures of learning and innovation. The key to the success of learning organizations is the employees, in which the organizations are committed to their employees by supporting lifelong learning.
Conclusion
"No organization's learning successfully happens without individual learning and development", ASTD (2017) Association for Talent Development (ATD)
Chartered Institute of Personnel and Development (CIPD Fact sheet, 2022) mentioned "Organizations operate in a constantly changing environment; externally (where markets change, new competitors emerge, and technology evolves) and internally (where people come and go, cultures evolve, and leadership agendas change). Because of this, organizations often find that the practices they have used historically that used to perform well, no longer work as well as they did - they need adjusting to maximize their impact on the organization achieving its goals."
Eventually, organizations are more engaged, competitive, and agile, when knowledge is shared continuously and readily to all individuals.