Informal Learning at workplace in the Middle East: Exploring the role of informal learning levels on Team Performance in Qatar
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Feb 20, 2024
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Abstract
In organisations, informal learning is recognised as one of the major contributors towards learning and development for employees. Over the years, researchers and practitioners continually attempt to understand the relationship between informal learning and team performance, yet this relationship is highlighted to be complex to assert. This study aims to explore the role of different informal learning levels (self-reflection (individual), managerial coaching (dyadic), and knowledge exchange (team)) on team performance in Qatar. Data collection was conducted using quantitative method through deploying the use of questionnaire survey with 47 teams within a selected company in Qatar. The findings showed that understanding the relationship between informal learning and team performance is complex, but using activities at different levels provided a holistic, yet more assertive approach to further understand that relationship. The study found that the team knowledge sharing have the highest values among the informal learning activities while managerial coaching were less practiced. On the one hand, the results derived from the regression tests showed that there is no strong association between informal learning and team performance which indicates that complex relationship between those two variables and how informal learning activities are motivated/demotivated in organisations. The study concluded by proposing an abstract conceptualisation to understand the relationship between informal learning and team performance.
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Keywords
Informal learningWorkplaceTeam PerformanceActivitiesQatar
References
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• Carrasco, T.S. & Silva, F. (2017). Informal Learning at work context: A meta-study of Brazilian Scientific Production. Revista de Administração Mackenzie, 18, 137-163.
• Choonara, S., Goudge, J., Nxumalo, N. & Eyles, J. (2017). Significance of informal (on-the-job) learning and leadership development in health systems: Lessons from a district finance team in South Africa. BMJ Global Health, 2. e000138. 10.1136/bmjgh-2016-000138
• Coetzer, A., Redmond, J., Sharafizad, J. and Lundy, J. (2022). Enhancing Learning in Small Businesses. Human Resource Management Journal, 33(2), 470 – 490.
• Coetzer, A., Wallo, A., & Kock, H. (2019). The owner-manager’s role as a facilitator of informal learning in small businesses. Human Resource Development International, 22(5), 420– 452.
• Crouse, P., Doyle, W. & Young, J. D. (2011). Workplace learning strategies, barriers, facilitators and outcomes: A qualitative study among human resource management practitioners. Human Resource Development International, 14(1), 39–55. https://doi.org/10.1080/13678868.2011.542897
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• Engeström, Y., Engeström, R. & Kärkkäinen, M. (1995). Polycontextuality and boundary crossing in expert cognition: Learning and problem solving in complex work activities. Learning and Instruction, 5(4).
o www.sciencedirect.com/science/article/pii/0959475295000216
• Garavan, T., McCarthy, A., Lai, Y., Murphy, K., Sheehan, M. and Carbery, R. (2019). Training and organisational performance: A meta-analysis of temporal, institutional and organisational context moderators. Human Resource Management Journal, pp. 31-93.
• Garrick, J. (1998). Informal Learning in the Workplace: Unmasking Human Resource Development. London: Routledge.
• Grover S. & Furnham A. (2016). Coaching as a Developmental Intervention in Organisations: A Systematic Review of Its Effectiveness and the Mechanisms Underlying It. PLoS ONE, 11(7): e0159137.
• Han, T. Y. & Williams, K. J. (2008). Multilevel investigation of adaptive performance: Individual- and team-level relationships. Group and Organisation Management, 33(6), 657–684. https://doi.org/10.1177/1059601108326799
• Hart, J., (2014). Informal Learning Takes off. Guild Survey Research Report, The Learning Guild.
• Holmgren, R. and Sjöberg, D. (2022) Who should i talk to? - Informal workplace learning among teachers in police education, Studies in Continuing Education, DOI: 10.1080/0158037X.2022.2111411
• Jacobs, R. L. & Park, Y. (2009). A proposed conceptual framework of workplace learning: Implications for theory development and research in human resource development. Human Resource Development Review, 8(2), 133–150. https://doi.org/10.1177/1534484309334269
• Jiang, J. Y. & Liu, C. W. (2015). High performance work systems and organisational effectiveness: The mediating role of social capital. Human Resource Management Review, 25(1), 126–137. https://doi.org/10.1016/j.hrmr.2014.09.001
• Johansson, K. & Abrahamsson, L. (2018). Gender-equal organisations as a prerequisite for workplace learning. The Learning Organisation, 25(1), 10-18.
• John, P. (2018). Qatar economy seen to gain traction this year on stronger fixed investment. Gulf Times, 17 March 2018, p. 1. https://www.gulf-times.com/story/585439/Qatar-economy-seen-to-gain-traction-this-year-on-s
• Kim, M. S. & Keyhani, N., (2019). Understanding STEM teacher learning in an informal setting: a case study of a novice STEM teacher. RPTEL 14.
• Koduvayur, V. (2018). OPEC’s reputation in D.C. is hurting. Qatar’s exit will make it worse. CNN Business. https://edition.cnn.com/2018/12/14/perspectives/qatar-leaving-opec/index.html
• Kortsch, T., Schulte, E.-M. & Kauffeld, S. (2019), Learning @ work: informal learning strategies of German craft workers, European Journal of Training and Development, Vol. 43 No. 5/6, pp. 418-434. https://doi.org/10.1108/EJTD-06-2018-0052
• Kyndt, E. & Baert, H. (2013). Antecedents of employees’ involvement in work-related learning: a systematic review. Review of Educational Research, 83(2), 273–313.
• Latchem, C. (2014). Informal learning and non-formal education for development. Journal of learning for Development -JL4D.
• Lee, T., Fuller, A., Ashton, D., Butler, P., Felstead, A., Unwin, L. & Walters, S. (2004). Workplace Learning: Main Themes and Perspectives’. Learning as Work Research, Paper No. 2.
• Lucas, L.M. (2010). The role of teams, culture, and capacity in the transfer of organizational practices. The Learning Organization, 17 (5), 419–436.
• Manuti, A., Pastore, S., Scardigno, A. F., Giancaspro, M. L. & Morciano, D. (2015). Formal and informal learning in the workplace: A research review. International Journal of Training and Development, 19(1), 1–17.
• Meliksetian, V. M. (2019). Is the Qatar Blockade coming to an end? Oilprice.com, 15 December 2019. https://oilprice.com/Geopolitics/Middle-East/Is-The-Qatar-Blockade-Coming-To-An-End.html
• Milligan, C., Littlejohn, A. & Margaryan, A. (2014). Workplace Learning in Informal Networks. Journal of Interactive Media in Education, 2014(1). http://doi.org/10.5334/2014-06
• Ministry of Development Planning and Statistics (2018). Qatar Second National Development Strategy 2018- 2022, Doha.
o https://www.psa.gov.qa/en/knowledge/Documents/NDS2Final.pdf
• Nerland, M., Damsa, C., Guile, D. & Unwin, L. (2019). VET as Lifelong Learning, pp. 395-414. doi: 10.1002/9781119098713.ch20.
• Noe, R. A., Tews, M. J. & Marand, A. D. (2013). Individual differences and informal learning in the workplace. Journal of Vocational Behavior, 83(3), 327–335. https://doi.org/10.1016/j.jvb.2013.06.009
• Park, Y. & Choi, W. (2016). The effects of formal learning and informal learning on job performance: the mediating role of the value of learning at work. Asia Pacific Education Review, 17(2), 279–287. https://doi.org/10.1007/s12564-016-9429-6
• Preenen, P., Verbiest, S., Van Vianen, A., & Van Wijk, E. (2015). Informal learning of temporary agency workers in low-skill jobs: The role of self-profiling, career control, and job challenge. The Career Development International, 20(4), 339–362
• Rabin, R. (2014), Blended Learning for Leadership: The CCL Approach. Greensboro, NC: Centre for Creative Leadership.
o https://www.ccl.org/wp-content/uploads/2015/04/BlendedLearningLeadership.pdf
• Rogoff, B., Callanan, M., Gutiérrez, K. D. & Erickson, F. (2016). The organisation of informal learning. Review of Research in Education, 40, 356–401.
• Rosha, A. & Lace, N. (2016). The scope of coaching in the context of organisational change. Journal of Open Innovation: Technology, Market, and Complexity, 2.
• Saunders, M., Lewis, P. and Thornhill, A. (2016). Research Methods for Business Students (7th ed.), Harlow: Pearson.
• Sibarani, R. M., Tjakraatmadja, J. H., Putro, U. S. & Munir, N. S. (2015). The influence of leadership in informal learning of multigenerational teams. Mediterranean Journal of Social Sciences, 6(4), 411–419.
• Tannenbaum, S., Beard, R., McNall, L. & Salas, E. (2010). Informal learning and development in organisations. In S. W. J. Kozlowski and E. Salas (Eds), Learning, Training, and Development in Organisations. New York: Routledge, pp. 303-332
• Toumi, H. (2018). Qatar’s exit will not implode GCC. Gulf News, 8 December 2018. https://gulfnews.com/world/gulf/qatar/qatars-exit-will-not-implode-gcc-1.60822085
• Wallo, A. (2008). The Leader as a Facilitator of Learning at Work. A study of learning ‐ oriented leadership in two industrial firms. [PhD Thesis] Linköping University.
• Wilson, D. & Hartung, K. (2015) Types of informal learning in cross-organisational collegial conversations, Journal of Workplace Learning, 27(8), 596-610. https://doi.org/10.1108/JWL-09-2014-0070
• World Economic Database (2017). Qatar: The Global Competitiveness Index 2017-2018 edition.
o http://www3.weforum.org/docs/GCR2017-2018/03CountryProfiles/Standalone2-pagerprofiles/WEF_GCI_2017_2018_Profile_Qatar.pdf
• Yang, H. & Johnson, J. (2012). Feedback Report on Workplace Informal Learning At Rathbone Brothers PLC. University of Liverpool, pp. 1–37.
• Yin, R. K. (2014). Case study research design and methods (5th ed.). Thousand Oaks, CA: Sage.
• Dana AlHajri holds a Bachelor Degree in Engineering with honors from Qatar University along with an Executive Master’s degree in Strategic Business Unit form HEC University Paris (Qatar Campus).Dr. Dana has completed the Leadership program in Qatar in 2016. In addition, she has completed her Doctorate in Management from Nottingham Trent Business School UK. She is a board member in the HEC Advisory Board Committee in Qatar since 2020. Her recent research received the best research award from Nottingham Business School.
• Becker, K. & Bish, A. (2017). Management development experiences and expectations: informal vs formal learning. Education and Training, 59(6), 565–578. https://doi.org/10.1108/ET-08-2016-0134
• Bednall, T. C., Sanders, K. & Runhaar, P. (2014). Stimulating informal learning activities through perceptions of performance appraisal quality and human resource management system strength : a two-wave study, The University of New South Wales. Academy of Management Learning & Education, 13(1), 45–61.
• Billett, S. (2002). Critiquing workplace learning discourses: participation and continuity at work. Studies in the Education of Adults, 34 (1), 56-67.
• Borghans, L., Golsteyn, B. & de Grip, A. (2007). What does research teach us about informal learning? In A. de Grip (Ed.), Handbook of Effective Training. Maastricht, the Netherlands: Maastricht University, pp. 65-84.
• Budhwar, P., Pereira, V., Mellahi, K. & Singh, S. (2018). The state of HRM in the Middle East: Challenges and future research agenda. Asia Pacific Journal of Management, 1, 1–29. https://doi.org/10.1007/s10490-018-9587-7
• Butt, G. (2019). GCC moves to mend Qatar rift. Petroleum Economist, 20 November 2019. https://www.petroleum-economist.com/articles/politics-economics/middle-east/2019/gcc-moves-to-mend-qatar-rift
• Carrasco, T.S. & Silva, F. (2017). Informal Learning at work context: A meta-study of Brazilian Scientific Production. Revista de Administração Mackenzie, 18, 137-163.
• Choonara, S., Goudge, J., Nxumalo, N. & Eyles, J. (2017). Significance of informal (on-the-job) learning and leadership development in health systems: Lessons from a district finance team in South Africa. BMJ Global Health, 2. e000138. 10.1136/bmjgh-2016-000138
• Coetzer, A., Redmond, J., Sharafizad, J. and Lundy, J. (2022). Enhancing Learning in Small Businesses. Human Resource Management Journal, 33(2), 470 – 490.
• Coetzer, A., Wallo, A., & Kock, H. (2019). The owner-manager’s role as a facilitator of informal learning in small businesses. Human Resource Development International, 22(5), 420– 452.
• Crouse, P., Doyle, W. & Young, J. D. (2011). Workplace learning strategies, barriers, facilitators and outcomes: A qualitative study among human resource management practitioners. Human Resource Development International, 14(1), 39–55. https://doi.org/10.1080/13678868.2011.542897
• Darwish, B. (2014). The State of Qatar: Along the Way to Sustainable Development. In P. Sillitoe (Ed.), Sustainable Development: An Appraisal from the Gulf Region (1st ed., pp. 97–115). Berghahn Books. http://www.jstor.org/stable/j.ctt9qdd86.9
• Decius, J. & Schaper, N. (2017). The Competence Management Tool (CMT) – A New Instrument to Manage Competences in Small and Medium-sized Manufacturing Enterprises, Procedia Manufacturing, 9,
• Decius, J., Schaper, N. & Seifert, A. (2019). Informal workplace learning: Development and validation of a measure. Human Resource Development Quarterly, 30, 495-535.
• Engeström, Y., Engeström, R. & Kärkkäinen, M. (1995). Polycontextuality and boundary crossing in expert cognition: Learning and problem solving in complex work activities. Learning and Instruction, 5(4).
o www.sciencedirect.com/science/article/pii/0959475295000216
• Garavan, T., McCarthy, A., Lai, Y., Murphy, K., Sheehan, M. and Carbery, R. (2019). Training and organisational performance: A meta-analysis of temporal, institutional and organisational context moderators. Human Resource Management Journal, pp. 31-93.
• Garrick, J. (1998). Informal Learning in the Workplace: Unmasking Human Resource Development. London: Routledge.
• Grover S. & Furnham A. (2016). Coaching as a Developmental Intervention in Organisations: A Systematic Review of Its Effectiveness and the Mechanisms Underlying It. PLoS ONE, 11(7): e0159137.
• Han, T. Y. & Williams, K. J. (2008). Multilevel investigation of adaptive performance: Individual- and team-level relationships. Group and Organisation Management, 33(6), 657–684. https://doi.org/10.1177/1059601108326799
• Hart, J., (2014). Informal Learning Takes off. Guild Survey Research Report, The Learning Guild.
• Holmgren, R. and Sjöberg, D. (2022) Who should i talk to? - Informal workplace learning among teachers in police education, Studies in Continuing Education, DOI: 10.1080/0158037X.2022.2111411
• Jacobs, R. L. & Park, Y. (2009). A proposed conceptual framework of workplace learning: Implications for theory development and research in human resource development. Human Resource Development Review, 8(2), 133–150. https://doi.org/10.1177/1534484309334269
• Jiang, J. Y. & Liu, C. W. (2015). High performance work systems and organisational effectiveness: The mediating role of social capital. Human Resource Management Review, 25(1), 126–137. https://doi.org/10.1016/j.hrmr.2014.09.001
• Johansson, K. & Abrahamsson, L. (2018). Gender-equal organisations as a prerequisite for workplace learning. The Learning Organisation, 25(1), 10-18.
• John, P. (2018). Qatar economy seen to gain traction this year on stronger fixed investment. Gulf Times, 17 March 2018, p. 1. https://www.gulf-times.com/story/585439/Qatar-economy-seen-to-gain-traction-this-year-on-s
• Kim, M. S. & Keyhani, N., (2019). Understanding STEM teacher learning in an informal setting: a case study of a novice STEM teacher. RPTEL 14.
• Koduvayur, V. (2018). OPEC’s reputation in D.C. is hurting. Qatar’s exit will make it worse. CNN Business. https://edition.cnn.com/2018/12/14/perspectives/qatar-leaving-opec/index.html
• Kortsch, T., Schulte, E.-M. & Kauffeld, S. (2019), Learning @ work: informal learning strategies of German craft workers, European Journal of Training and Development, Vol. 43 No. 5/6, pp. 418-434. https://doi.org/10.1108/EJTD-06-2018-0052
• Kyndt, E. & Baert, H. (2013). Antecedents of employees’ involvement in work-related learning: a systematic review. Review of Educational Research, 83(2), 273–313.
• Latchem, C. (2014). Informal learning and non-formal education for development. Journal of learning for Development -JL4D.
• Lee, T., Fuller, A., Ashton, D., Butler, P., Felstead, A., Unwin, L. & Walters, S. (2004). Workplace Learning: Main Themes and Perspectives’. Learning as Work Research, Paper No. 2.
• Lucas, L.M. (2010). The role of teams, culture, and capacity in the transfer of organizational practices. The Learning Organization, 17 (5), 419–436.
• Manuti, A., Pastore, S., Scardigno, A. F., Giancaspro, M. L. & Morciano, D. (2015). Formal and informal learning in the workplace: A research review. International Journal of Training and Development, 19(1), 1–17.
• Meliksetian, V. M. (2019). Is the Qatar Blockade coming to an end? Oilprice.com, 15 December 2019. https://oilprice.com/Geopolitics/Middle-East/Is-The-Qatar-Blockade-Coming-To-An-End.html
• Milligan, C., Littlejohn, A. & Margaryan, A. (2014). Workplace Learning in Informal Networks. Journal of Interactive Media in Education, 2014(1). http://doi.org/10.5334/2014-06
• Ministry of Development Planning and Statistics (2018). Qatar Second National Development Strategy 2018- 2022, Doha.
o https://www.psa.gov.qa/en/knowledge/Documents/NDS2Final.pdf
• Nerland, M., Damsa, C., Guile, D. & Unwin, L. (2019). VET as Lifelong Learning, pp. 395-414. doi: 10.1002/9781119098713.ch20.
• Noe, R. A., Tews, M. J. & Marand, A. D. (2013). Individual differences and informal learning in the workplace. Journal of Vocational Behavior, 83(3), 327–335. https://doi.org/10.1016/j.jvb.2013.06.009
• Park, Y. & Choi, W. (2016). The effects of formal learning and informal learning on job performance: the mediating role of the value of learning at work. Asia Pacific Education Review, 17(2), 279–287. https://doi.org/10.1007/s12564-016-9429-6
• Preenen, P., Verbiest, S., Van Vianen, A., & Van Wijk, E. (2015). Informal learning of temporary agency workers in low-skill jobs: The role of self-profiling, career control, and job challenge. The Career Development International, 20(4), 339–362
• Rabin, R. (2014), Blended Learning for Leadership: The CCL Approach. Greensboro, NC: Centre for Creative Leadership.
o https://www.ccl.org/wp-content/uploads/2015/04/BlendedLearningLeadership.pdf
• Rogoff, B., Callanan, M., Gutiérrez, K. D. & Erickson, F. (2016). The organisation of informal learning. Review of Research in Education, 40, 356–401.
• Rosha, A. & Lace, N. (2016). The scope of coaching in the context of organisational change. Journal of Open Innovation: Technology, Market, and Complexity, 2.
• Saunders, M., Lewis, P. and Thornhill, A. (2016). Research Methods for Business Students (7th ed.), Harlow: Pearson.
• Sibarani, R. M., Tjakraatmadja, J. H., Putro, U. S. & Munir, N. S. (2015). The influence of leadership in informal learning of multigenerational teams. Mediterranean Journal of Social Sciences, 6(4), 411–419.
• Tannenbaum, S., Beard, R., McNall, L. & Salas, E. (2010). Informal learning and development in organisations. In S. W. J. Kozlowski and E. Salas (Eds), Learning, Training, and Development in Organisations. New York: Routledge, pp. 303-332
• Toumi, H. (2018). Qatar’s exit will not implode GCC. Gulf News, 8 December 2018. https://gulfnews.com/world/gulf/qatar/qatars-exit-will-not-implode-gcc-1.60822085
• Wallo, A. (2008). The Leader as a Facilitator of Learning at Work. A study of learning ‐ oriented leadership in two industrial firms. [PhD Thesis] Linköping University.
• Wilson, D. & Hartung, K. (2015) Types of informal learning in cross-organisational collegial conversations, Journal of Workplace Learning, 27(8), 596-610. https://doi.org/10.1108/JWL-09-2014-0070
• World Economic Database (2017). Qatar: The Global Competitiveness Index 2017-2018 edition.
o http://www3.weforum.org/docs/GCR2017-2018/03CountryProfiles/Standalone2-pagerprofiles/WEF_GCI_2017_2018_Profile_Qatar.pdf
• Yang, H. & Johnson, J. (2012). Feedback Report on Workplace Informal Learning At Rathbone Brothers PLC. University of Liverpool, pp. 1–37.
• Yin, R. K. (2014). Case study research design and methods (5th ed.). Thousand Oaks, CA: Sage.
• Dana AlHajri holds a Bachelor Degree in Engineering with honors from Qatar University along with an Executive Master’s degree in Strategic Business Unit form HEC University Paris (Qatar Campus).Dr. Dana has completed the Leadership program in Qatar in 2016. In addition, she has completed her Doctorate in Management from Nottingham Trent Business School UK. She is a board member in the HEC Advisory Board Committee in Qatar since 2020. Her recent research received the best research award from Nottingham Business School.
How to Cite
Al-Hajri , Dana. 2024. “Informal Learning at Workplace in the Middle East: Exploring the Role of Informal Learning Levels on Team Performance in Qatar”. Studies in Business and Economics 27 (1):71-96. https://doi.org/10.29117/sbe.2024.0149.
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