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ACHIEVING ORGANIZATIONAL PERFORMANCE THROUGH ORGANIZATIONAL LEARNING. A CASE STUDY OF CROSS RIVER STATE WATER BOARD CORPORATION

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Abstract

This study is on achieving organizational performance through organizational learning in cross river state water Board Corporation. The following are the objectives of the study: To ascertain the effect of Organizational learning on organizational performance in water board corporation of cross river state, to ascertain the impact of organizational learning on workers performance, to ascertain the relationship between organizational learning and organizational performance in cross river state water board corporation, to examine the learning skills to be used to achieve good organizational performance. In line with these objectives, four research hypotheses were formulated and two null hypotheses were posited. The population of the study was 200 staff from different water Board Corporation in cross river state was selected randomly. Descriptive Survey research design was adopted for this study. A total of 133 respondents made up managers, public relations officers, senior staff and junior staff was used for the study.

 

 

 

 CHAPTER ONE

INTRODUCTION

  • Background of the study

In order to cope with the current external opportunities and threats, it is argued that organizations have to learn, new knowledge and skills that will improve their existing and future performance. In fact, it is proposed that the only competitive advantage the company of the future will have is the ability of its managers to learn faster than the competitors. Many other researchers suggest that the effective strategy for sustaining and improving a firm’s competitive edge and performance is organizational learning. Previous research indicated that human resource management strategies result in better organizational learning, organizational innovation, and knowledge management capability, which ultimately contributes to achieving organizational performance, organizational learning improves organizational innovation and accumulates knowledge management capability, organizational innovation results in knowledge management capability development, which contributes to the establishment of organizational development, and technological companies should utilize organizational knowledge in order to enhance organizational performance. Salim and Sulaiman (2011) in their empirical study attempted to investigate the effect of organizational learning on innovation as well as the impact of innovation on company performance. They founded that organizational learning contributes to innovation capability, and that innovation is positively related to firm performance. Research also indicates that the effect of organizational learning on firm performance is likely to be both direct and indirect because the creation of innovative culture through learning allows firm to achieve a better competitive position and above-average performance. The researches have long acknowledged the importance of Organizational Learning to overall Organizational Performance. An organization with a strong Organizational Learning is not simply a collector or storehouse of knowledge but a processor of it. Feedback from customers, channels, and competitors must be used to develop core competence. The strategic literature suggests that good strategy will allow businesses to earn long-run supernormal profits (Liao & Wu, 2009). Jones (2000) emphasizes the importance of Organizational Learning for Organizational Performance defining it as a process through which managers try to increase organizational members’ capabilities in order to understand better and manage an organization and its environment to accept decisions that increase Organizational Performance on a continuous basis. Research conducted by Škerlavaj & Dimovski (2006) demonstrated the statistically significant positive impact of Organizational Learning on Organizational Performance. Also, Škerlavaj et al (2007) established a statistically significant link between Organizational Learning cultures on Organizational Performance. Many authors relate Organizational Learning with improvements in performance (Argyris & Schön, 1978; Fiol & Lyles, 1985; Dodgson, 1993; Bohn, 1994) or a behavior change that leads to improved Organizational Performance (Senge, 1990; Garvin, 1993; Sinkula, 1994). Accordingly, performance measures are imperative for effective management of an organization (Griffis et al., 2007; Savaneviciene & Stankeviciute, 2010). Learning is a major component in any effort to improve Organizational Performance and to achieve competitive advantages. In other words, Organizational Learning allows the firm to increase the quality and quantity of its performance and to achieve competitive advantage (Kogut & Zander, 1996). Organizational Learning is positively related to Organizational Performance; higher emphasis on Organizational Learning equates to higher performance in the organization (Ramírez, et al., 2011). To improve the performance, the organizations need to focus on continuous learning and use of knowledge, which can serve as a critical key to success for facilitating individual, team, and Organizational Learning leading to continuous improvement and innovation in business operations (Watkins & Marsick, 1996; Weldy, 2009; Harrim, 2010). In developing countries, organizations are striving to be a part of the global economy by being more competitive. By adopting certain strategies such as Organizational Learning, the organizations may have a better chance at becoming more sustainable and competitive. Consequently, this study attempts to evaluate the influence of Organizational Learning on Organizational Performance. There is still a need to improve our understanding of how Organizational Learning takes place in organizations and how we can enhance it (Chiva et al., 2010). Thus, the current study seeks to inform officials about the importance of Organizational Learning and its role in improving the Organizational Performance. Despite the progress in the theoretical aspect of Organizational Learning, there is still a need for further study and investigation and analysis to enrich the theoretical and applied research. In the Nigeria, this issue is still in its infancy, and there are not enough theoretical writings on the subject. It has not received its share of attention in application. This reveals the importance of the present study theoretically and practically for determining the pivotal role played by Organizational Learning to improve the Organization Performance. This paper is concerned with how Organizational Learning affects the Organizational Performance. Some studies have been conducted on the relationship between Organizational Learning and Organizational Performance. This study aims at achieving organizational performance through organizational learning.

  • STATEMENT OF THE PROBLEM

The researches have long acknowledged the importance of Organizational Learning to overall Organizational Performance. An organization with a strong Organizational Learning is not simply a collector or storehouse of knowledge but a processor of it. Feedback from customers, channels, and competitors must be used to develop core competence in the organization. It is in this view the researcher wants to know about achieving organizational performance through organizational learning.

  • OBJECTIVE OF THE STUDY

The main objective of this study is ascertain how to achieve organizational performance through organizational learning. But for the successful completion of the study; the researcher intends to achieve the following sub-objectives;

  1. To ascertain the effect of Organizational learning on organizational performance in water board corporation of cross river state
  2. To ascertain the impact of organizational learning on workers efficiency
  3. To ascertain the relationship between organizational learning and organizational performance in cross river state water board corporation
  4. To examine the impact of learning skills in attaining organizational efficiency.
    • RESEARCH HYPOTHESES

For the successful completion of the study, the following research hypotheses were formulated by the researcher;

H0organizational learning has effect on organizational performance in cross river state water Board Corporation

H1organizational learning has no effect on organizational performance in cross river state water Board Corporation

H02: there is no significant relationship between organizational learning and organizational performance in cross river water Board Corporation

H2there is a significant relationship between organizational learning and organizational performance in cross river water Board Corporation.

1.5 SIGNIFICANCE OF THE STUDY

It is believed that at the completion of the study, the findings will be of benefit to cross river state water Board Corporation. The study will help highlight good learning skills to be used to achieve learning performance. The study will also be of great benefit to the researchers who intends to embark on research on similar topics as it will serve as a guide. Finally, the study will be of great importance to academia’s, lecturers, teachers, students and the general public.

  • SCOPE AND LIMITATION OF THE STUDY

The scope of the study covers achieving organizational performance through organizational learning (a case study of cross river state water board corporation). The researcher encounters some constrain which limited the scope of the study;

  1. a) AVAILABILITY OF RESEARCH MATERIAL: The research material available to the researcher is insufficient, thereby limiting the study
  2. b) TIME: The time frame allocated to the study does not enhance wider coverage as the researcher has to combine other academic activities and examinations with the study.
  3. c) Organizational privacy: Limited Access to the selected auditing firm makes it difficult to get all the necessary and required information concerning the activities.
  • DEFINITION OF TERMS

Organization: An organization that is established as a means for achieving defined objectives has been referred to as a formal organization. Its design specifies how goals are subdivided and reflected in subdivisions of the organization. Divisions, departments, sections, positions, jobs, and tasks make up this work structure.

Organizational Performance: Organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives).

Organizational Learning: Organizational learning is the process of creating, retaining, and transferring knowledge within an organization. An organization improves over time as it gains experience. From this experience, it is able to create knowledge.

1.8 ORGANIZATION OF THE STUDY

This research work is organized in five chapters, for easy understanding, as follows

Chapter one is concern with the introduction, which consist of the (overview, of the study), historical background, statement of problem, objectives of the study, research hypotheses, significance of the study, scope and limitation of the study, definition of terms and historical background of the study. Chapter two highlights the theoretical framework on which the study is based, thus the review of related literature. Chapter three deals on the research design and methodology adopted in the study. Chapter four concentrate on the data collection and analysis and presentation of finding.  Chapter five gives summary, conclusion, and recommendations made of the study.                                                                                                     

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