The Implementation of Learning Organization Elements and their Impact towards Organizational Performance amongst NPOs in Singapore

Hishamuddin bin Md.Som (), Roland Yeow Theng Nam (), Rashid Nordin (), Mohd Naeim Ajis (), Mohamad Faisol Keling () and Md. Shukri Shuib ()
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Hishamuddin bin Md.Som: Faculty of Defence Management and Studies, National Defence University of Malaysia, Sungai Besi Camp, 57000, Kuala Lumpur, Malaysia
Roland Yeow Theng Nam: Faculty of Defence Management and Studies, National Defence University of Malaysia, Sungai Besi Camp, 57000, Kuala Lumpur, Malaysia
Rashid Nordin: Faculty of Defence Management and Studies, National Defence University of Malaysia, Sungai Besi Camp, 57000, Kuala Lumpur, Malaysia
Mohd Naeim Ajis: School of Government College of Law, Government and International Studies University Utara Malaysia, 06010, Sintok, Kedah, Malaysia.
Mohamad Faisol Keling: School of International Studies College of Law, Government and International Studies University Utara Malaysia, 06010, Sintok, Kedah, Malaysia.
Md. Shukri Shuib: School of International Studies, College of Law, Government and International Studies University Utara Malaysia, 06010, Sintok, Kedah, Malaysia.

Far East Journal of Psychology and Business, 2011, vol. 5 No 3 Paper 1 December, issue 1, 1-50

Abstract: The purpose of this paper is to investigate how Learning Organization Elements (LOE) was implemented amongst non-profit human social service organizations in Singapore. Through a self-administered survey and in-depth interviews, organizational performances of 60 non-profit organizations NPOs were evaluated, whilst the extent to which the LOE were carried out within these NPOs were also discussed. Specifically, elements such as clarity of mission and vision, experimentation and intrinsic motivation, leadership commitment and empowerment, and organizational learning practices were deemed to be essential for NPOs in Singapore to be transformed into a learning organization. In addition, individual learning and team-problem solving and organizational learning practices were also mentioned by the interviewed respondents as important elements toward NPOs performance. Implications of the study including the applications of those LOE together with a strategic dimension in order for NPOs to become learning organizations as well as to achieve superior organizational performance were also highlighted.

Keywords: Organizational Learning Practices; Learning Organization; NPOs Performance (search for similar items in EconPapers)
JEL-codes: M1 (search for similar items in EconPapers)
Date: 2011
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