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Dimensions of the learning organizat...

McHargue, Susan Kay,

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Dimensions of the learning organization as determinants of organizational performance in nonprofit organizations /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Dimensions of the learning organization as determinants of organizational performance in nonprofit organizations // Susan Kay McHargue.
Author:	McHargue, Susan Kay,
Description:	1 electronic resource (168 pages)
Notes:	Source: Dissertations Abstracts International, Volume: 62-04, Section: A.
Contained By:	Dissertations Abstracts International62-04A.
Subject:	Continuing education. -
Online resource:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9975108
ISBN:	9780599806597

Dimensions of the learning organization as determinants of organizational performance in nonprofit organizations /
McHargue, Susan Kay,

Dimensions of the learning organization as determinants of organizational performance in nonprofit organizations /Susan Kay McHargue. - 1 electronic resource (168 pages)

Source: Dissertations Abstracts International, Volume: 62-04, Section: A.

Nonprofit organizations (NPOs) play a significant social and economic role in our society. They are seeing ever-increasing changes that impact their performance and survival. Research has shown that for-profit organizations are coping with current challenges by becoming learning organizations. Empirical evidence was needed to determine the correlation of learning organization dimensions and nonprofit organizational performance. This study expands the exploration of learning organization dimensions into nonprofit organizations and their performance. The purpose of the study was to examine the relationship between organizational characteristics and learning organization dimensions and financial, knowledge, and mission performance in nonprofit human service organizations. The subjects were 264 private human service organizations throughout the nation. CEOs were asked to complete The Dimensions of the Learning Organization Questionnaire (DLOQ) created by Watkins and Marsick (1993) to measure seven learning organization behaviors necessary to a learning organization. Modifications were made to the survey and a performance segment was added for use in the nonprofit sector. Exploratory model building was used to develop a best model that maximized each of the performance outcomes in relation to the seven dimensions of a learning organization and organization characteristics. Findings showed a significant relationship between each of the seven learning organization dimensions and the dependent variables of financial, knowledge, and mission performance. Five of the dimensions demonstrated a strong relationship: continuous learning, collaboration and team learning, systems to capture and share learning, connecting the organization to its environment, and leaders who model and support learning. The resources jointly affecting the NPO performance were volunteers, net assets and debt ratio. The findings from this study will inform HRD managers, leaders of NPOs and their stakeholders of the relationship of learning organization dimensions on financial performance, knowledge performance, and mission performance in NPOs. NPOs that can learn and thereby improve their performance will ultimately impact all of society.

English

ISBN: 9780599806597Subjects--Topical Terms:

527504
Continuing education.
Subjects--Index Terms:

Human resource development

Dimensions of the learning organization as determinants of organizational performance in nonprofit organizations /
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245 1 0 $a Dimensions of the learning organization as determinants of organizational performance in nonprofit organizations / $c Susan Kay McHargue.
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500 $a Advisors: Watkins, Karen E.
502 $b Ed.D. $c University of Georgia $d 1999.
520 $a Nonprofit organizations (NPOs) play a significant social and economic role in our society. They are seeing ever-increasing changes that impact their performance and survival. Research has shown that for-profit organizations are coping with current challenges by becoming learning organizations. Empirical evidence was needed to determine the correlation of learning organization dimensions and nonprofit organizational performance. This study expands the exploration of learning organization dimensions into nonprofit organizations and their performance. The purpose of the study was to examine the relationship between organizational characteristics and learning organization dimensions and financial, knowledge, and mission performance in nonprofit human service organizations. The subjects were 264 private human service organizations throughout the nation. CEOs were asked to complete The Dimensions of the Learning Organization Questionnaire (DLOQ) created by Watkins and Marsick (1993) to measure seven learning organization behaviors necessary to a learning organization. Modifications were made to the survey and a performance segment was added for use in the nonprofit sector. Exploratory model building was used to develop a best model that maximized each of the performance outcomes in relation to the seven dimensions of a learning organization and organization characteristics. Findings showed a significant relationship between each of the seven learning organization dimensions and the dependent variables of financial, knowledge, and mission performance. Five of the dimensions demonstrated a strong relationship: continuous learning, collaboration and team learning, systems to capture and share learning, connecting the organization to its environment, and leaders who model and support learning. The resources jointly affecting the NPO performance were volunteers, net assets and debt ratio. The findings from this study will inform HRD managers, leaders of NPOs and their stakeholders of the relationship of learning organization dimensions on financial performance, knowledge performance, and mission performance in NPOs. NPOs that can learn and thereby improve their performance will ultimately impact all of society.
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