– This paper aims to look at the peripheral management practice that facilitates employee learning. Such management practices are embedded or inseparable to working and being a good manager.
– Point of view.
– For many frontline managers and their employees, the separation between working and learning is often not apparent. There appears to be no clear distinction between when they are working and when they are learning.
– Better development of organizational managers.
– This paper highlights the informal nature of learning and working and builds on the understanding that much of the learning that occurs at work occurs as part of a social act, often involving managers and their employees. In this way, employee learning that is identified and facilitated by frontline managers is so often entwined in other management activity. Furthermore, this paper outlines some practical actions that organizations can undertake to aid greater frontline management involvement in employee learning.
