Learning power in the workplace: The effective lifelong learning inventory and its reliability and validity and implications for learning and development

Crick, RD; Haigney, D; Huang, S; Coburn, T; Goldspink, C

Learning power in the workplace: The effective lifelong learning inventory and its reliability and validity and implications for learning and development

Crick, RD

Haigney, D Huang, S Coburn, T Goldspink, C

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Publication Type:: Journal Article
Citation:: International Journal of Human Resource Management, 2013, 24 (11), pp. 2255 - 2272
Issue Date:: 2013-06-01

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Field	Value	Language
dc.contributor.author	Crick, RD https://orcid.org/0000-0003-1082-9560	en_US
dc.contributor.author	Haigney, D	en_US
dc.contributor.author	Huang, S	en_US
dc.contributor.author	Coburn, T	en_US
dc.contributor.author	Goldspink, C https://orcid.org/0000-0002-9869-560X	en_US
dc.date.issued	2013-06-01	en_US
dc.identifier.citation	International Journal of Human Resource Management, 2013, 24 (11), pp. 2255 - 2272	en_US
dc.identifier.issn	0958-5192	en_US
dc.identifier.uri	http://hdl.handle.net/10453/116243
dc.description.abstract	An organisation's ability to learn, to harness collective intelligence and to translate that learning rapidly into action in response to environmental challenges is the ultimate competitive advantage in the constantly changing context of the information age. It is an indicator of the organisations' resilience and adaptability in the face of uncertainty and change. Improving an organisation's capacity to learn will only have the desired impact on performance if it improves employee engagement at the same time. In this paper, we introduce the concept of learning power into the context of the workplace, drawing on what has been learned from its application in education and recent studies in the corporate and community sector in the UK and beyond. The seven dimensions of learning power were identified by Deakin Crick, Broadfoot and Claxton (2004, Assessment in Education Principles Policy and Practice, 11, 247-272) in the development of the effective lifelong learning inventory (ELLI), an assessment tool designed to enable learners to become aware of their own learning power and to turn diagnosis into strategies for improvement. We present the psychometric properties and the validity and reliability statistics of ELLI as the Learning Power assessment tool for learners in the world of work and community, based on an adult workplace population of over 5000. Finally, we explore the implications of these ideas and practices for learning in corporate organisations. © 2013 © 2013 Taylor & Francis.	en_US
dc.relation.ispartof	International Journal of Human Resource Management	en_US
dc.relation.isbasedon	10.1080/09585192.2012.725075	en_US
dc.subject.classification	Industrial Relations	en_US
dc.title	Learning power in the workplace: The effective lifelong learning inventory and its reliability and validity and implications for learning and development	en_US
dc.type	Journal Article
utslib.citation.volume	11	en_US
utslib.citation.volume	24	en_US
utslib.for	1505 Marketing	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1605 Policy and Administration	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Teaching and Learning)
pubs.organisational-group	/University of Technology Sydney/DVC (Teaching and Learning)/Connected Intelligence Centre
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences
pubs.organisational-group	/University of Technology Sydney/Faculty of Arts and Social Sciences/School of Education
pubs.organisational-group	/University of Technology Sydney/Strength - ISF - Institute for Sustainable Futures
utslib.copyright.status	closed_access
pubs.issue	11	en_US
pubs.publication-status	Published	en_US
pubs.volume	24	en_US

Abstract:

An organisation's ability to learn, to harness collective intelligence and to translate that learning rapidly into action in response to environmental challenges is the ultimate competitive advantage in the constantly changing context of the information age. It is an indicator of the organisations' resilience and adaptability in the face of uncertainty and change. Improving an organisation's capacity to learn will only have the desired impact on performance if it improves employee engagement at the same time. In this paper, we introduce the concept of learning power into the context of the workplace, drawing on what has been learned from its application in education and recent studies in the corporate and community sector in the UK and beyond. The seven dimensions of learning power were identified by Deakin Crick, Broadfoot and Claxton (2004, Assessment in Education Principles Policy and Practice, 11, 247-272) in the development of the effective lifelong learning inventory (ELLI), an assessment tool designed to enable learners to become aware of their own learning power and to turn diagnosis into strategies for improvement. We present the psychometric properties and the validity and reliability statistics of ELLI as the Learning Power assessment tool for learners in the world of work and community, based on an adult workplace population of over 5000. Finally, we explore the implications of these ideas and practices for learning in corporate organisations. © 2013 © 2013 Taylor & Francis.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/116243