Managers’ role in the facilitation of workplace learning

Anoush Margaryan, Colin Milligan and Allison LittlejohnCaledonian Academy, Glasgow Caledonian University ,UK

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Rationale & research questions

• In the workplace other people are an important source of learning - ‘significant others’

• Managers are key actors • How are managers’ facilitative roles perceived

by those they supervise?• What are the similarities and differences in how

these roles are experienced by novices, experts and mid-career professionals?

Managers are responsible for “building organisations where people are continually expanding their capabilities to shape

their future - that is leaders are responsible for learning” (Senge, 1990, p. 9).

‘Managers are the only people who can be truly effective in making learning happen” (ibid, p. 46).

Managers’ facilitative roles

• Interpersonal: figurehead, leader, liaison;

• Informational: monitorer [sic], disseminator, spokesperson; and

• Decision-making: entrepreneur, disturbance handler, resource allocator, negotiator.

(Mintzberg, 1990)

Managers’ facilitative roles

• Analytic: ‘analysing and solving performance problems’

• Supportive: ‘creating favourable conditions for learning’

• Training: ‘directly influencing work behaviour’

(de Jong et al, 1999)

Tensions

• Identity

• Asymmetrical trust

• Adequacy of skills to facilitate learning

• Conception of managerial role

• Motivation

• Lack of clear communication of expectations

Methodology

• Mixed-method study: QUANQUAL

–Phase 1: Web-based questionnaire (n=459)

–Phase 2: Semi-structured interviews (n=29)

Respondents

Category Survey Interview

Novices 137 (29.8%) 10/29

Experts 211 (46%) 12/29

Mid-career 111 (24.2%) 7/29

Managerial responsibility 98 (21.5%) 3/29

No managerial responsibility 358 (78.5%) 26/29

‘Significant others’

Typology of managers’ facilitative rolesNOVICES EXPERTS MID-CAREER

• Advice on learning opportunities

• Structuring personal development programme

• Coaching• Regular assessment of

performance & progress against learning goals

• Career development guidance• Hands-on support with

operational tasks• Counseling in stressful

situations• Being a role model

• Advice on learning opportunities• Advice on company-specific

knowledge• Approving course enrolment• Approving participation in

knowledge sharing networks• Advice on personal

development planning• Career development guidance• Coaching and mentoring• First port of call for advice on

operational matters

• Advice on learning opportunities

• Coaching• Technical coaching and

mentoring• Structuring personal

development programme

Next steps

• Further analysis of the survey data: managers’ roles in supporting knowledge sharing

• Examining similarities and differences in the responses of those with and without managerial responsibility

• Integration of the survey and interview data• Refinement of the typology