The Healthy Learning Organizations Model: Lessons Learned From the Canadian Federal Public Service

Abstract

This study evaluates the predictive validity of the Healthy Learning Organizations (HLO) model in explaining mental health and organizational commitment among executives from the public sector. Data were derived from a cross-sectional sample of executives from the Canadian federal public service (N = 1,601). Latent class analyses (LCA) assessed whether (a) associative patterns in executives’ psychosocial work environment and organizational learning process expressed a typology of healthy and learning organizations; and (b) executives’ mental health and organizational commitment varied according to this typology. LCA yielded a three-latent class solution, supporting evidence of (a) differential arrangements in the healthy and learning components of the HLO model; and (b) differential impacts on executives’ psychological distress and organizational commitment (i.e., affective, continuance). The HLO model offers novel grounds to assess healthy and learning organizations in the public administration sector.