Social learning theory outcomes and organizational performance: evidence from Ghana telecom firms

Organisational successes are possible when employees have the required competencies needed for the execution of organisational strategy and plan. An organisational environment that promotes learning for the needed competencies (knowledge and skills) by the human resource is, therefore, crucial to business organisations, including the telecommunication industry. The normative literature posits that the Social Learning Theory could provide a framework for such an organizational learning to occur, but there is limited evidence in the telecommunication industry. This study examined Social Learning Theory outcomes and their effect on the performance of telecom companies in Ghana. Using a correlational research design, data were collected from a survey of 430 respondents in the telecom companies. The partial least square-structural and equation-modelling analysis of the data shows that the key social learning outcomes-cognitive, behavioural and environmental learning, altogether, positively and significantly predicted the performance of telecom companies. The most significant factor that contributed to the performance of the telecom companies is behavioural (observational) learning. The study concludes that the Social Learning Theory can provide a practical framework for improving organisational learning and performance in telecom companies in Ghana. More importantly, management of telecom companies in Ghana can institute organisational learning policies, structures and programmes that encourage teamwork, experience sharing and reward for high-performing employees who become models for emulation.