Elisabeth Raes

Approaches to Learning at Work Investigating Work Motivation, Perceived Workload, and Choice Independence

Learning and development are taking up a central role in the human resource policies of organizations because of their crucial contribution to the competitiveness of those organizations. The present study investigates the relationship of work motivation, perceived workload, and choice independence with employees’ approaches to learning at work. Participants in this study were 358 Belgian employees who completed the Approaches to Learning at Work Questionnaire, the Workplace Climate Questionnaire, and the Motivation at Work Scale. Results show that both autonomous and controlled motivation relate positively to employees’ deep approaches to learning. In addition, an interaction effect of perceived workload and choice independence on a deep approach to learning was found. The results concerning a surface-disorganized approach to learning showed a negative relationship with autonomous motivation and a positive relationship with perceived workload. None of the predictors related significantly to a surface-rational approach.

Team learning beliefs and behaviours in response teams

Purpose – Teams, teamwork and team learning have been the subject of many research studies over the last decades. This article aims at investigating and confirming the Team Learning Beliefs and Behaviours (TLB&B) model within a very specific population, i.e. police and firemen teams. Within this context, the paper asks whether the teams beliefs about the interpersonal context and the occurrence of three team learning behaviours (construction, co-construction and constructive conflict) play a role in building and maintaining mutually shared cognition in a collaborative learning environment leading to a higher effectiveness. Self-efficacy was added to the original model. Furthermore, the effect of team meeting frequency on the TLB&B model was investigated. Design/methodology/approach Design/methodology/approach – All constructs were measured using the validated Team Learning Beliefs and Behaviours Questionnaire completed with the self-efficacy scale. Data were collected from 126 teams (n Findings – The res...

Measuring team learning behaviours through observing verbal team interaction

Purpose – This study aims to explore, as an answer to the observed lack of knowledge about actual team learning behaviours, the characteristics of the actual observed basic team learning behaviours and facilitating team learning behaviours more in-depth of three project teams. Over time, team learning in an organisational context has been investigated more and more. In these studies, there is a dominant focus on team members’ perception of team learning behaviours. Design/methodology/approach – A coding schema is created to observe actual team learning behaviours in interaction between team members in two steps: verbal contributions by individual team members are coded to identify the type of sharing behaviour and, when applicable, these individual verbal behaviours are build up to basic and facilitating team learning behaviours. Based on these observations, an analysis of team learning behaviours is conducted to identify the specific characteristics of these behaviours. Findings – An important conclusion...

Team learning in education and professional organisations

This chapter starts with a short history of team learning. Learning in group has been a research topic for quite some time in education. Studies on problem-based and project-based learning will be overviewed. Different explanations of the effects found will be discussed.

Exploring the occurrence of team learning behaviours in project teams over time

Abstract The aim of this qualitative longitudinal study is to create a more in-depth picture of the emergence of team learning behaviours throughout the lifespan of temporary project teams. In order to grasp the emergence of these behaviours, three project teams were followed from the start until the end of their project during a period of three months. Three team meetings spread over time were audiotaped and coded using a coding schema set-up to identify individual verbal behaviours and transform them into team learning behaviours. During the analysis, attention was given to the differentiation in the occurrence of different types of basic and facilitating team learning behaviours and in the occurrence of topics of learning behaviour (task – process – social) over time. Overall, no time-related patterns in terms of occurrence of type and topic of basic and facilitating team learning behaviours were found over the three meetings and across the three teams. The main driver for the occurrence of different team learning behaviours could be attributed to be the scope of the meeting during which they occur.

Group development and team learning: How development stages affect team-level learning behaviour

Teams need to pass through a series of development stages before they can operate effectively, and, in a changing context, it has also been demonstrated that teams need to continue learning in order to remain effective. This article aims to explore the relationship between team development and team learning. In particular, it focuses on when and why basic team learning processes such as sharing information, co-construction, and constructive conflict occur during different phases of development. It can be hypothesized that although each stage of team development is characterized by specific learning tasks, team learning processes occur more in certain stages than in others. The results from a model-based cluster analysis and ANOVA analyses on a sample of 44 professional teams show that team learning occurs more in the later phases of group development due to higher levels of team psychological safety and group potency.