The University of Malawi as a learning organisation: perceptions of academic staff

Abstract

In today’s knowledge-based economy, learning is a fundamental aspect for the success of organisations. The process of transformation is therefore a requirement for organisations such as universities which offer teaching and learning services. Learning in a university should go beyond the core business of teaching and learning, but also the facilitation of continuous improvement of members in the organisation. This study examined the concept of a learning organisation in UNIMA to assess its applicability based on the perceptions of its academic staff and the mechanisms put in place to characterise it as a learning organisation. The study adopted the Watkins and Marsick (1993) model of a learning organisation which advocates that learning must take place at three levels, individual, team and organisational. Data was collected using quantitative methods Dimension of Learning Organisation Questionnaire (DLOQ) instrument. Data was analysed using a SPSS 20.0. The results of the study indicated that the majority of learning practices of a learning organisation were not being practiced in UNIMA. Only at the individual level learning some practices were taking place. These results led to the conclusion that UNIMA cannot be characterised as a full learning organisation. There were significant differences in academic staff’s perception of UNIMA as a learning organisation based on constituent college. However, on a positive note, UNIMA has put in place mechanisms that would characterise it as a learning organisation. Therefore, based on the results of the study, the following recommendations were made: the organisations should promote learning culture amongst its employees, implement learning-based policies that are still at draft level; share organisation’s vision to all members and manage change in the process of transformation.