Importance of Learning 

Importance of Learning: Learning is an important process as it helps in making knowledgeable behavioural changes in individuals and societies.

It is also significant for organisations due to the following reasons:

1) Helps in Controlling Employee Behaviour:

Learning helps organizations in controlling the behaviour of the employees at the workplace.

2) Determines Employee Behaviour:

It assists managers in recognising the level to which learning can be applied to the behaviour for the growth of employees as well as the organisation.

3) Helps Managers Differentiate between Learning and Acquiring:

Learning helps the managers to distinguish whether a skill is being learned or acquired. Thus, managers can determine that skill is an acquired one or the employee is naturally gifted with that skill.

4) Brings Significant Changes in Training:

Learning brings about significant changes in the training of employees. It helps managers in maximum development of talents and abilities of an employee for efficient performance at the workplace.

Related Article:- Factors Affecting Learning

5) Enhances Growth in Functional Behaviour:

To achieve organisational goals, managers act as educators. They give instructions to the employees to engage themselves in such behaviours which help in the achievement of organisational objectives. They also control and manage unwanted behaviours like absenteeism, carelessness, and disorderliness and encourage the development of purposeful behaviours by giving adequate reviews and benefits.

Importance of Learning

Managerial Implication of Learning Theories

Some specific managerial implications of learning theories are as follows:

1) Motivation: 
Motivation is related to learning in many ways. The extent to which valued rewards follow high performance, for example, will affect an employee’s willingness to work hard in the future, and the cause and effect linkage needs to be clear. That is, employees should recognise that certain behaviours (such as hard work) cause certain outcomes (desired rewards) Similarly, If rewards do not follow performance, the employee may be less inclined to work hard in the future.

Related Article:- Types of Motivation
 2) Performance Evaluation and Rewards:

Learning also links up with organisational practices in the performance evaluation and reward system. Performance evaluation is how managers assess the work behaviour of individuals and groups, rewards are the positive reinforcements (salary, promotion, public recognition) that companies give for desirable behaviour. 

3) Training: 

Learning is the basic purpose of employee training. Many organisations devote vast resources to training and development to expand the skills and abilities of their employees.

4) Employee Discipline:

Every manager will, at some time, have to deal with an employee who drinks on the job, is insubordinate, steals company property, arrives consistently late for work or involves in similar problem behaviours. 

Managers will respond with disciplinary actions such as written warnings, oral reprimands, and temporary suspensions. But our knowledge about punishment’s effect on behaviour means that the use of the method carries costs. It may produce only a short-term solution and may have serious side effects.

Training employees for unacceptable behaviours only tells them what to do and what not to do. It does not tell them what alternative behaviours are favoured. The result is that this form of punishment frequently leads only to short-term suppression of undesirable behaviour, not to its elimination. Continued use of punishment, rather than positive reinforcement, also leads to produce a fear of the manager. 

As the punishing agent, the manager becomes associated in the employee’s mind with unfavourable results. Employees respond by “hiding” from their manager. Hence, the use of punishment can weaken manager and employee relations.

5) Creating Mentoring Programmes:

Many companies introduce mentoring programmes to facilitate skill development within the workplace. In mentoring. a mentor takes the employee under his or her wing and provides advice and guidance on how to survive and get ahead in the organisation. It ensures the transfer of knowledge, skills and expertise between mentor and employee. 

Mentoring, of course, is not restricted to managerial ranks. Union apprenticeship programmes, i.e., do the same by preparing individuals to move from unskilled apprentice status to that of the skilled artisan. A young electrician apprentice typically works under an experienced electrician for several years to develop the full range of skills and abilities required to effectively perform his job.

6) Self-Management:
Organisational forms of learning thoughts are not limited to managing the behaviour of others. These concepts can also be used to allow individuals to manage their own behaviour and, in so doing, reduce the need for managerial control. This is called self-management. 

Self-management requires an individual to deliberately manipulate internal processes, stimuli, and responses to achieve personal behavioural results. The primary methods involve observing one’s own behaviour, comparing the behaviour with a standard, and rewarding oneself if the behaviour meets the standard.

7) Other Organisational Implications:

Besides motivation, performance evaluation and rewards, and training, there are still other implications that can be drawn from learning theory: 

i) Explain Certain Forms of Managerial Behaviour Towards Subordinates: Learning theory can explain certain forms of managerial behaviour toward subordinates. Suppose a manager always gives bad news to subordinates in a certain way. If the subordinates receive the news constructively and graciously, they are giving the manager positive reinforcement, so he will probably use the same mode of delivery in the future.

ii) Underscore the Manager’s Role: Many aspects of the learning process underscore the manager’s role as a teacher and the subordinate’s role as a learner.

iii) Influences the Day-To-Day Interactions: Learning processes clearly influence the day-to-day interactions, both official and casual, between people in organisations. Almost everything we do in responding to others, for example, has reinforcing results for them.

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