Influence of Organizational Learning on Employee Performance in Ruvuma Tanzania

Abstract

The study armed at arse sing tho (,f (4(1,1f111;iiirgi.il (i► (!tripl,,/,:(! attend training programs. qua!itative research approach employing a case study researth do•-Agn Wa fi ir,e(t was employed to select study participants. The interviews and focus group discussion Wrire Ruvuma as case study. The stud ) population of study was management, the district manager, arid RUWASA. and a sample size of thirty-four was employed. The purpoive sampling technique perforrrance in Tanzania, using Pit , l \frd • emp,oyed as data collection tools. The qualitative data collected from study participants was analysed using content analysis. Despite its applicability in contemporary organizations, y was conductod at RUWASA m Ruvuma Pr:glom A vyoti!r )iii)ply ;Ind );iiiit;itirin typlicy (i<UVI/V,Ain olhor ri -riplop.:•;' at cpecificaily in Tanzania, organizational learning has failed to meet the expectations of organizations because reports have revealed poor work performance due to ineffective implementation of organizational learning strategies. This study reported three effects of organizational learning on employee performance namely; improved productivity, improved efficiency and increased motivation. Moreover, the study reports three major challenges facing the rnp:ernentation of organizational learning including; Budgetary Constraints, Resistance to learn and shortage of human resources. Lastly, three common strategies that were reported by the majority of respondents were as follows; increasing budget ceiling for implementing different organizational learning activities, encourage knowledge sharing among employees and senior staffs as well as increasing the number of staff in RUWASA Ruvuma regional office. It is recommended that the government and other relevant ministries shou