LITERATURE REVIEW:

THE INFLUENCE OF ORGANIZATIONAL LEARNING CULTURE AND

PERCEIVED ORGANIZATIONAL SUPPORT ON EMPLOYEES' AFFECTIVE
COMMITMENT AND TURNOVER INTENTION BY TALAT ISLAM, ISHFAQ
AHMED, UNGKU NORULKAMAR (2015)

Introduction
Many theories have been proposed to enhance employees' commitment and reduce
turnover in the organization. This article specifically focuses on the influence of
organizational learning culture (OLC) and perceived organizational support (POS) on
turnover intention (TI) through affective commitment (AC) which is an aspect less focused
on by researchers. This is an important aspect for Human Resource Managers in an
organization to reduce employees' turnover intention.
Organizational Learning Culture (OLC)
The first issue that was highlighted is the organizational learning culture (OLC)
enhance affective commitment and reduce turnover intention. According to the article, OLC
is a culture where people continuously expand their capacity to create the results their truly
desire, where collective aspiration is set free, where new and expansive patterns of thinking
are nurtured and where people are constantly learning to see the whole together, This can be
achieved by promoting dialogue sharing, offers chances to learn on continual basis,
encourage learning in teams, and uses leaders to promote learning at individual and team
level that are essential for employee's collective means and values. This is crucial because it
affects overall organization performance since the most talented and well-skilled individuals
are shifting their jobs toward those organizations where they are given the opportunity to
learn.
Organizational Learning Culture (OLC) brings positive impact to the organization
because it improves organizational performances for survival. Tala A. Nabong (2015) support
this notion when he said since the business environment quickly changes, many companies
feel pressure to learn faster than the competitor or risk losing the business altogether. This is
apparent in digital technology where companies keep churning out new models of products at
a fast pace to outperform competitors who are doing the same. Developing a learning culture
is no longer just another fanciful idea. It is becoming more imperative for companies to
cultivate learning if they wish to stay in business. OLC also improves employee’s
commitment to the organization. According to Shina Neo (2017), today's millennial-
dominated workforce values learning opportunities to grow personally and professionally. In
order to reduce turnover and increase employee engagement, it is necessary to provide
opportunities for employees to advance within the organization. An engaged workforce
means happy and invested employees, and as a result, an increase in production and bottom
line results. She added that, when employees have a vested interest in company values and
day-to-day tasks are aligned with business objectives, a learning culture inspires employees
to challenge themselves and motivates them to find innovative ways to achieve those goals.
Since organizational learning culture (OLC) is important and bring positive impact to
the organization, Human Resource Development (HRD) practitioner is recommended to
implemented it. As Chien Chi Tseng (2007) pointed out that HRD professionals must

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support organizational learning in order to establish performance expectations, address
higher-level problem-solving skills, and account for societal outcomes.
Thus, HRD professionals are primarily responsible for creating HRD strategies within a
learning culture that foster continuous employee learning. This indicates that HRD
professionals need to adopt a new approach to maximizing organizational effectiveness, one
that addresses the real problems of an organization and enables it to achieve learning results.

Perceived Organizational Support (POS)

The second issue in the article is to maintain perceived organizational support (POS)
for the better work environment to retain the employees. POS is an employees' perception
that the organizational values his or her contribution and cares about the employee's well-
being. POS fulfills several socio-emotional needs of employees, including self-esteem,
approval, and affiliation, consequently facilitating the formation of an emotional bond with
the organization. POS is implemented through organizational supportive policies that can
make workplace attractive to workers, increase their level of commitment toward the
organization and reduce their intention to leave the organization. When employees feel that
their organization values them, they become ready to share their thoughts and ideas with
peers and subordinates, which also promotes the learning culture (OLC) in the organization.
Perceived Organizational Support (POS) also have the positive impact on the
organization. Studies which supported this social exchange perspective have proven that POS
tends to have a positive effect on work attendance and improvement in the work performance
(Fasolo & DavisLaMastro, 2000). Rhoades and Eisenberger (2002) study found that
perceived organizational support to be negatively related to strains, withdrawal behavior, and
turnover intention. Bowles & Candela (2005) conclude that relationships exist between
perceived organizational support, moral distress, burnout, and turnover.
Perceived Organizational Support (POS) whereby is recommended to be applied by
every organization because it brings positive impact to the organization itself. As Gabriel
Giorgi (2016) said, the perceived organizational support experienced by employees as a result
of a combination of working conditions (such as training and reporting) may cause important
implications for generating a favorable orientation toward the organization stimulating
welfare activities engagement. Employees consider their organization a source of social and
emotional resources and are dedicated to working because they feel valued, cared for, and
esteemed. As a consequence emotional identification toward the organization (brand,
costumers) may increase with higher levels of teamwork satisfaction and an increased
perception of the positive image of the company.

Conclusion
In a nutshell, the Organizational Learning Culture (OLC) and Perceived
Organizational Support is important to HRD practitioner to foster and for the organization to
apply in order to retain their best employee through their full commitment towards their
organization and to survive in this hyper-competing business world.

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References :

1. Tala A. Nabong. (7th APRIL 2015). Creating a Learning Culture for the Improvement
of your Organization :
https://www.trainingindustry.com/workforce-development/articles/creating-a-
learning-culture-for-the-improvement-of-your-organization.aspx

2. Shina Neo. (9th JANUARY 2017). The Importance of Developing a Learning Culture
in Enterprise Organizations :
http://blog.contentraven.com/learning/the-importance-of-developing-a-learning-
culture-in-enterprise-organizations

3. LaMastro, Valerie. Volume 12, Number 3, 1999. Commitment and Perceived

Organizational. Support National Forum of Applied Educational Research Journal.

4. Eisenberger, R., Rhoades, L., & Cameron, J. (1999). Does pay for performance
increase or decrease perceived self-determination and intrinsic motivation? Journal of
Personality and Social Psychology, 77, 1026-1040.

5. Bowles, C., & Candela, L. (2005). First job experiences of recent RN graduates.
Journal of Nursing Administration, 35(3), 130–137.

6. Chien-Chi Tseng, Gary N. McLean (2007) Journal of Management : Strategic HRD

Practices as Key Factors in Organizational Learning

7. Gabriel Giorgi, David Dubin, Javier Fiz Ferez (27 th DECEMBER 2016) : Perceived
Organizational Support for Enhancing Welfare at Work: A Regression Tree Model