Knowledge and Understanding of the Learning Organization of the Budget Bureau

Abstract

The objectives of this research are: (1) to study the level of knowledge and understanding of Learning Organizations among public servants in the Budget Bureau; (2) to compare the demographic factors with the knowledge and understanding of Learning Organizations among public servants in the Budget Bureau. This study employed a quantitative method. The population for the study consisted of 827 public servants in the Budget Bureau, and the sample included 270 public servants selected through non-probability sampling. The primary data collection instrument was a questionnaire. For data analysis, means and standard deviations were calculated. Inferential statistics used included One-Way Analysis of Variance (One-way ANOVA), t-tests, and Fisher’s Least Significant Difference (LSD) post-hoc test for pairwise comparison. The results indicated that: (1) the level of knowledge and understanding of Learning Organizations among public servants in the Budget Bureau was high, with both Learning and Organization at the highest level, followed by Employees, Knowledge, and Technology; (2) there were significant differences in knowledge and understanding of Learning Organizations based on gender and education at the .05 level of significance. The results suggest that the Budget Bureau might consider conducting surveys to identify the information or knowledge support required by its officials. This is necessary to align with the diverse expertise needed for their responsibilities. It is recommended to propose training sessions with suitable formats, including hands-on training and the use of presentation technology or video media to improve communication and stimulate learning behavior. Additionally, developing approaches to support the potential of new public servants by implementing a mentorship system is advisable. This should be accompanied by regular training designed to enhance and develop the mentors’ skills to ensure effective assistance and operational performance. The Budget Bureau may also consider integrating technology to facilitate learning participation, including the use of Virtual Reality (VR) in training or practice sessions, to gain experience and provide consultation for executing the Budget Bureau’s operations.