In the current economic conjuncture, delivering high quality and keeping customers satisfied is viewed as critical for survival. This is of particular interest in the service industries, where employees interact in a very personal manner with customers and affect their perceptions of service quality. Thus, skills and capabilities of first-line employees, as well as human resource practices and methods aiming to increase their
satisfaction levels, have become very important in service industry. Job skills and satisfaction positively affect employee behaviour during moments of truth. However,in a dynamic context, the success of an organization does not depend solely on the current levels of employee skills, capabilities and knowledge, but mainly on their ability to improve themselves on an ongoing basis. The previous ascertainment sparked the concept of an organizational learning culture. This is a culture that significantly contributes to the
continuous improvement of a firm, as it facilitates efficient adaptations to challenging environments, self-transformation and expanded capacity to shape its own future This learning ability to adjust to any initially unforeseen changes in the environment should be the continuing and driving force for all viable organizations. Organizational learning culture has been linked to employee and organizational performance as well as to psychological and economic outcomes.