The recognition that self-directedness in learning among employees has an important
part to play in the competitiveness of enterprises has been developed by several writers
during the 1990s (Edwards, 1995; Calder and McCollum, 1998; Morris-Baskett and
Dixon, 1992; Robinson and Arthy, 1999). For those writers, self-directedness among
workers is an objective worthy of pursuit by organisations wishing to achieve