Boosting engagement by improving an organization’s perceived learning environment: A route for unlocking employees’ full creative potential

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper concentrates on the relationship between the perceived learning environment of an organization, employee engagement, and the commercially desirable extra-role behaviors of proactivity, creativity, and knowledge sharing. Employees who perceive their learning opportunities and experiences at work to be positive become more engaged in their work, which directly stimulates them to apply their creativity, to share knowledge with colleagues and to perform their roles proactively.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2019), "Boosting engagement by improving an organization’s perceived learning environment: A route for unlocking employees’ full creative potential", Human Resource Management International Digest, Vol. 27 No. 3, pp. 7-9. https://doi.org/10.1108/HRMID-03-2019-0075