THE INFLUENCE OF A LEARNING ORGANISATION ON SELFDIRECTED LEARNING AMONG STAFF: A CASE OF UGANDA REVENUE AUTHORITY

Abstract

was prompted by claims of inappropriate staff development interventions in URA
and the increasing need for SDL among staff in the organisation. The study
followed a cross-sectional explanatory design. The respondents were 85 comprising
tactical and operational line managers, selected using proportionate stratified
random sampling techniques. Questionnaires were used for data collection. The
results from analysis revealed that the two sub-variables of a learning organisation
(leadership & culture) jointly explain 34.1 per cent of the variance in SDL.
Organizational culture was the stronger predictor of the changes in SDL,
meanwhile leadership was the weaker predictor of SDL. The study concluded that
a learning organization that aims at promoting SDL among staff can depend on
leadership and organization culture as potential building blocks to achieve SDL.
The study recommends that, since leadership influences SDL among staff, line
managers (leaders) should seek new learning opportunities for the units and
sections they are responsible for; line managers should also mentor their
subordinates to engage in SDL; and URA should create a strong culture that
promotes innovativeness, flexibility and involvement of staff members in order to
augment the SDL initiatives among staff.