Abstract: Transformative learning plays a critical role in enabling employees to critically reflect on conventional work practices, thereby allowing a shift in mindset — an essential foundation for behavior changes in the workplace. People who undergo transformative learning tend to exhibit greater flexibility and openness to innovation. Considering this significance, the objective of this study is to examine the level of organizational support, transformative learning, and quality of work, to analyze the impact of organizational support on transformative learning, to analyze the impact of transformative learning on quality of work, and to analyze the impact of organizational support on quality of work with transformative learning as a mediating variable. The sample consisted of 400 technical employees in the automotive industry in the EEC area. The data was collected using questionnaires and analyzed using structural equation modeling. The research results showed that 1) organizational support had a positive influence on transformative learning (β = 0.435, p < .001), 2) transformative learning had a positive influence on quality of work (β = 0.555, p < .001), and 3) organizational support had both a direct (β = 0.198) and an indirect influence via transformative learning (β = 0.241) on quality of work. All variables were able to explain 44.2 percent of the variance in work quality. The results of this study suggest that organizations should focus on supporting employees, along with promoting transformative learning, to develop the quality of work of technical employees in the automotive industry.

Keywords: Organizational support, transformational learning, quality of work, automotive industry

Pages: 2374-2384