An exploration of the relationship between learning organisations and the retention of knowledge workers

![CDATA[Knowledge is an important asset and strategic resource which organisations need. Organisations face the difficulty that knowledge, which it seeks to harvest, is produced, held and applied by its employees, as knowledge workers (KWs). KWs are recognised as having different needs within their workplace which should be reflected in alternative HR practices. The job satisfaction (JS) literature indicates a relationship between high JS and low turnover intention (TI) which will reduce voluntary turnover (VT). It is posited that implementing learning organisation (LO) processes not only supports knowledge development, but also develops the employee-employer relationship in such a way as to increase JS and reduce turnover. This study examines the link between LO processes and KW retention. From a survey of KWs there is overall evidence of a relationship between LO disciplines and TI. All LO disciplines discussed correlate to at least one of the six JS facets measured and TI, of which the JS facets, Reward and Challenge, exerted the most significant influence. The paper concludes that careful management of LO processes could increase KW retention by recognising their specific differences and needs within the workforce.]]