Self‐directed learning in the workplace: A good idea, but is it feasible?

Abstract

Purpose

The purpose of this paper is to offer a review and summary of a research paper, which claims that self‐directedness is a key aspect of learning and development in the workplace and investigates how feasible it is.

Design/methodology/approach

This paper is prepared by, an independent writer, who adds their own impartial comments.

Findings

The paper finds that in a paper on organizational competence published in 2000, J.D. Jurie wrote that “Organizations which hamper or stunt the free development of their members or constituents … limit their own effectiveness”. Few executives, surely, would see this as in any way a contentious point. Yet in pointing out what may seem the obvious, this statement tacitly draws attention to a common division between philosophy and practice. It is logical that having a workforce that is encouraged to learn new skills and develop existing ones will improve company performance and thus its bottom line. Actually putting this theoretical encouragement into effect practice, however, is often easier said than done.

Practical implications

The research in the paper covered 12 differing enterprises but further investigation would be needed to make claims about the wide application of the findings. It also suggests that more research should be conducted to advise on how to teach workers how to learn.

Originality/value

The paper offers guidance to learning and development personnel on feasible strategies to use within their own organization to assist with the development of self‐directed learning among employees, as well as outlining some of the difficulties.

Citation

(2008), "Self‐directed learning in the workplace: A good idea, but is it feasible?", Development and Learning in Organizations, Vol. 22 No. 1, pp. 22-23. https://doi.org/10.1108/14777280810840085