Individual and organisational learning: a model for reform for public organisations

Abstract

Discusses how public sector organisations should respond to emerging social and demographic trends, the changing nature of work set against the context of globalisation, the knowledge economy and the influence of information and communication technologies. Argues that the new ways of doing things, which emphasise collaborative action and learning, mandates the adoption of a high performance governance model instead of “command‐based” management. Proposes an integrated parcel of workforce strategies that supports organisational change, addresses noted social and demographic trends, builds social and human capital, recognises the value of life‐long‐learning, accommodates the rise of Self, embraces flexibility and provides for quality employment and tailored opportunities for the public sector's diverse workforce as the preferred corporate policy option.

Citation

Jorgensen, B. (2004), "Individual and organisational learning: a model for reform for public organisations", Foresight, Vol. 6 No. 2, pp. 91-103. https://doi.org/10.1108/14636680410537556