Optimizing Adaptive Performance: Exploring Organizational Learning Culture across Generations

PurposeThe purpose of this research is to explore the relationship between the organizational learning culture and the adaptive performance of employees in a diverse, multigenerational public sector workforce consisting of Baby Boomers and Generations X, Y, and Z. We also seek to determine whether specific factorial components of the organizational learning culture, namely employees' active participation in team learning and collaboration, their consistency in dialogue engagement and inquiry ventures for knowledge sharing and acquisition, their perseverance in continuous learning, and the embedded systems that the organization has at its disposal, have a strong positive impact on enhancing their interpersonal adaptability, as well as on the training and learning efforts they exert for improvement as organizational performance outcomes.MethodologyUsing two measurement instruments, the Dimensions of the Learning Organization Questionnaire (DLOQ) with 7 factors and 21 items, and the Adaptive Performance Scale with 5 factors and 19 items, the current research has adopted a quantitative approach, using the survey method, to collect data from 238 employees of the Public Employment Services (PESs) in Greece.FindingsFindings illustrate a lack of statistical significance in the results for Baby Boomers and Generation Z, thus, the analysis focuses on the X and Y generations. Positive correlations, notably within Gen Y and Gen X, are identified between Team Learning and Collaboration (TLC), Dialogue and Inquiry (DI), and Interpersonal Adaptability (IA). Furthermore, Training and Learning Effort (TLE) that both generations put into acquiring new skills and competencies display positive correlations with Continuous Learning (CL) and the Embedded Systems (ES) the organization provides. However, specific negative correlations are generated, indicating intricate associations between dimensions of Organizational Learning Culture and specific facets of Adaptive Performance. These negative associations signify commonalities and differences in preferences and perceptions, and specify complexities in how different generations perceive and respond to organizational environments. Implications for theory and practice:This study indicates practical implications for organizational leaders, emphasizing the positive impact of team learning, collaboration, and dialogue on interpersonal adaptability for Generations X and Y. Tailoring adaptive strategies to each generation's perceptions is important, with Generation X benefitting from a balance between autonomy and stability, while Generation Y improves performance under collaborative leadership and innovative-focused learning programs. Negative associations for Generation X underscore the need for customized training and flexible work arrangements. The research contributes theoretically by validating generational differences and proposing a framework that considers unique traits across workforce generations in the public sector. Insights into work-life perceptions aid HR practitioners in refining strategies to align learning approaches with distinct generational preferences, while observed negative relationships prompt further exploration for refining theoretical frameworks. Originality and value: The research contributes significantly to the field of Entrepreneurship and Human Resources Management by exploring the relationship between organizational learning culture (OLC) and adaptive performance (AP) within a diverse multigenerational workforce – an often-neglected dimension in the public sector. The study not only reaffirms the positive influence of team learning, collaboration, and dialogue on interpersonal adaptability of the employees, but explores deeper generational-specific implications. Practical recommendations for customised leadership approaches, continuous learning initiatives, and the integration of embedded systems enrich the research's applicability. The findings record the challenges faced by the neighbouring Generations X and Y, offering a comprehensive association of their preferences and proposing targeted strategies, alongside practical recommendations and theoretical extensions for joint, homogeneous approaches their leaders and managers can adopt.