This article, which is based on research conducted at five Australian organisations, explores the role frontline managers play in promoting and facilitating learning at work, an area in the field of workplace learning and human resource development that has not been extensively researched. This article provides a brief review of the literature, outlines the theoretical framework and research methodology and design utilised, and presents the research findings and a brief discussion. The results of this study suggest that frontline managers, who were considered leaders of learning within... [+] Show more
This article, which is based on research conducted at five Australian organisations, explores the role frontline managers play in promoting and facilitating learning at work, an area in the field of workplace learning and human resource development that has not been extensively researched. This article provides a brief review of the literature, outlines the theoretical framework and research methodology and design utilised, and presents the research findings and a brief discussion. The results of this study suggest that frontline managers, who were considered leaders of learning within their respective organisations, take an instrumental approach to leading employee learning, that is, learning is seen largely as a mechanism for getting work done. Additional evidence suggests that some frontline managers provide a more expansive learning environment through the purposeful creation of conditions for learning for their employees, beyond the immediate focus on learning, simply for the purpose of getting the work done. A further finding is that much of what frontline managers do in the promotion and facilitation of employee learning is deeply embedded in the idea and practice of being an effective manager. It is hoped that the findings will provide guidance to human resource development and frontline managers in shaping learning at work.
Published abstract reprinted by permission of the copyright owner.
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