The purpose of this qualitative case study was to explore the transfer of knowledge from baby boomers to less-experienced employees and the techniques used to capture and retain institutional knowledge in the manufacturing industry to overcome the shortage of knowledge and skill depletion. In addition, it was equally important to explore how the less-experienced employee obtains knowledge and skills to ensure continuity when baby boomers retire. The conceptual framework for the study was Argote and Miron-Spektor’s organizational learning theory. The study was conducted using a qualitative case study methodology. The research questions focused on the knowledge transfer strategies used to capture and retain baby boomers’ organizational knowledge to overcome skill depletion and the shortage of knowledge. “What, if any, training opportunities are in place to prepare less experienced employees for their new role.” “How do organizational leaders ensure that less-experienced employees acquired the knowledge they need.”. The population sample included 10 semi-structured one-on-one interviews from 10 human resource professionals, supervisors, and managers, who worked for the manufacturing industry. The data collection was analyzed using Microsoft Excel and NVivo 12, and three themes emerged during the data analysis process. The themes focused on processes used to transfer baby boomers’ organizational knowledge and how less experienced employees acquire the knowledge and skill to do the job and leadership role in employee learning. Findings suggested that job analysis is used to evaluate the job's task, duties, and responsibilities, but it plays a significant role in developing effective training programs. In addition, incorporating a blending learning approach allows a better transfer of knowledge and can make employee training more effective by applying acquired knowledge and putting it into practice. The findings also revealed that cross-training might benefit the employee in developing new skills and recovering if a key employee departs. Finally, the fourth findings concluded that leadership has a defined role in supporting and fostering a learning culture to build employees’ knowledge and skills. Recommendations for future research could include interviewing baby boomers, and less-experienced employees could reveal additional insights regarding this phenomenon.
|Commitee:||Craven, Annette, Roh, Bradly E.|
|Department:||School of Business, Technology and Health Administration|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 82/9(E), Dissertation Abstracts International|
|Subjects:||Business administration, Organizational behavior|
|Keywords:||Baby boomers, Manufacturing industry, Organizational learning, Transferring knowledge, Organizational knowledge|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be