Learning organisations represent within the framework of various total quality or human resource approaches a guiding principle of employee integration and development. Changes in work processes and structures are experienced to varying degrees of intensity by employees, which is reflected in a varying strong impact of approval and rejection tendencies. If the guiding principle of a learning organization is set down in the human resource strategies (HR) of a company, the question of how a culture of learning and development can be achieved, anchored and lived is always connected with it. One starting point here is the modification of employees' behaviour: The behaviour of persons is determined both by their personality traits, which are largely resistant to change, and by their current "states", which can be regarded as situational-variant and thus change-sensitive. The differentiation between trait and state components of behaviour thus makes it possible to make interventions and training programmes more selective and thus more goal-oriented. In this way, existing HR concepts can be expanded with the aim of strengthening and promoting motivational, volitional and action-regulating states of the employees. This is intended to create the prerequisites for implementing Industry 4.0 successfully and in a way that is compatible with employees. In order to achieve this, individual characteristics of an employee as well as characteristics in group or team situations at the personality trait and "state" level must be analysed, prepared for human resource programmes and systematically evaluated.
Contact: Prof. Dr. Christian Harteis, Faculty of Cultural Studies, Christian. Harteis[at]upb. de, University of Paderborn