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Journal of Emerging Trends in Educational Research and Policy Studies (JETERAPS) (Vol 1 No 1)
| Abstract: Effective individual learning does not necessarily result in an organizational learning. The purpose of this study is to identify a linkage between individual learning the organizational learning. By way of one’s sense of honor and responsibility, the individual’s value system diffusively influence other colleagues’ so that both individual and organizational learning are triggered. In order to supplement the established model and to reflect on the process of organizational learning, the researchers in this study explored how one’s sense of honor and responsibility affects both the individual and the organizational learning. The main research questions of this study are as follows: a) How does the public servant’s sense of honor and responsibility trigger individual and organizational learning? B) Why does this sense facilitate individual and organizational learning? The semi-structured interview technique was employed. 23 departments of the central government in Taiwan were visited, while 18 interviewees’ view points were directly used to form the argument of this study. This study aims at exploring the bottom-up influence in the public sector in terms of individual and organizational learning, and suggests that one’s sense of honor and responsibility is a key to trigger group consensus. The value important to the individual is the foundation through which the individual learning and the behavior of making comparisons are triggered to shape organizational learning. By way of marketing the personal value within interpersonal networks, an individual’s personal value may be upgraded to a common value in an organization. Whether the elements (including one’s sense of honor and responsibility, the influence derived from interpersonal networks, and the reflection thorough making comparisons) can work well to improve organizational learning depends on whether or not the stimuli echo the values important to the individual. |
| Keywords: organizational learning, public sector, sense of honor and responsibility, interpersonal networks, making comparison |
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