EXPLORING DYNAMICS OF LEARNING ORGANISATION ON PERFORMANCE OUTCOMES Jyoti Sharma*, Neetu Andotra** *Lecturer, Govt. Degree College, Udhampur, Jammu & Kashmir, India. Email: jyotisharmanm@gmail.com **Department of Commerce, University of Jammu, Jammu & Kashmir, India. Email: neetu.bipan@rediffmail.com Abstract Organisations worldwide are creating learning organisations for knowledge acquisition & sharing, collectively empowering people toward innovation and change, creating value for customers & shareholders, etc. Output of a learning organisation not only improves operating effciency by modifying products, processes & services but also leads to distinctive advantages and outsells the competition. Environmental turbulence is transforming general insurance organisations from mechanical to LOs to remain competitive, effcient and effective. Data for the study were collected from 498 employees of 11 general insurance company GIC organisations functioning in the union territory of J&K. After data reduction and scale validation through exploratory factor analysis and confrmatory factor analysis, hypotheses were tested using structural equation modelling and one-way ANOVA. The study concluded that for ensuring successful LO, learning aptitude, knowledge and training must be encouraged. Further, empowerment, shared vision, teamwork, reward, effective communication, and supportive leadership are also required for encouraging employees to perform outstanding at the individual level, group level, and corporation level. Keywords: Learning Organisation, Financial Performance and Non-Financial Performance Introduction Organisations over the world are experiencing social, economical and political changes which impel them to grow beyond the conventional bureaucratic model and create a talent pool for competitive performance and sustainability. The concept of the learning organisation (LO) has captivated substantial consideration from both scholars & practitioners (Razali, 2013; Pedler, Burgoyne & Boydell, 1991). The dynamic and complex nature of businesses are transforming into a learning organisation that encourages knowledge & learning among their people, empowers their workforce, shares a mission & vision, promotes trust & teamwork, offers reward & recognition, etc (Davis & Daley, 2008; Sebestoval & Rylkova, 2011). It refected learning as an instrument, a lever & a philosophy for justifable change and revamping the organisations in a fast-changing world (Abbasi, Taqipour & Farhadian, 2012). LO facilitates learning inputs for making improvements in organisational performance and these inputs are regarded as key sources of performance outcomes (Davis & Daley, 2008). Employees in such organisations learn faster than their competitors and thus get a competitive edge over others (Imran, Nisar & Ashraf, 2014; Akhtar, 2011; Kumar, 2005). Further, it is theoretically claimed that the LO is the organisation that is capable of achieving competitive advantage, being more innovative, anticipating the future rapidly & in a state of continuous adaptation & improvement, retorting quickly, and regulating behaviour of the employees (Rai & Yadapadithaya, 2015; Salim & Sulaiman, 2011; Ratna, Khanna, Jogishwar, Khattar & Agarwal, 2014; Razali, 2013). General insurance being skill-based, knowledge-based, and relationship-rich industry is witnessing phases of modernisation, rapid growth, intensifed global competition, changes in the regulatory environment, expansion of the customer base, mergers and acquisitions, etc. Coupled with increasing technological complexity, varying customers’ needs, lifestyles & expectations and the rise of knowledge workers, the sector is enhancing learning aptitude among employees, empowering them regardless of their position, creating & disseminating knowledge, and sharing a vision by providing them with adequate training & education so as to enhance product & operational innovations, competitive pricing and advanced promotional activities at the market place. Globally, the general insurance sector is developed as a vital fnancial institution growing at a rate International Journal of Knowledge Management and Practices 10 (1) 2022, 24-32 http://publishingindia.com/ijkmp/