The supervisor as a facilitator of informal learning in work teams

By C. MacNeil. 2001

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The Indian perspective of strategic HR roles and organizational learning capability (2005, background): “Cunningham and Hyman ( 1995 ) and MacNeil ( 2001 , 2003 ) point out that the role of the line manager in the implementation of HRM policies and practices has frequently been overlooked, or at best taken for granted by many organizations.”
Towards knowledge leadership (2004, background): “, 1999; McGill and Slocum, 1998), facilitators (Macneil, 2001; Weaver and Farrel, 1997), teachers (Cohen and Tichy, 1998; Senge, 1990b), leaders of learning (Argyris, 1993; Popper and Lipshitz, 2000) and developers (Boydell and Leary, 1994).”
Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions (2007, background): “These respondents may not value organizational rewards, because they are motivated by other objectives, such as the belief that encouraging employees to share knowledge with colleagues was an obligation [71, 74].”
Stimulating Informal Learning Activities Through Perceptions of Performance Appraisal Quality and Human Resource Management System Strength: A Two-Wave Study (2014, background): “The findings of this study therefore underscore the importance of supervisors in delivering high-quality performance appraisals (Macneil, 2001), as well as in enabling and encouraging follow-up development activities.”