WORK-RELATED to eLearning technology, employees would be

WORK-RELATED
ELEARNING RESPONSES AND IMPLICATIONS

The importance of eLearning cannot be overemphasized. At
least 91% of study participants using eLearning at our workplace, the corporate
leaders should think strategically before making significant eLearning
technology investments. At a later stage global learning in higher education
and organizations starts with eLearning. with little or no geographical constraints,
eLearning empowers employees to manage their own
learning. In addition to that eLearning has a significant impact on the organization’s
Because of which everyone learns differently, and a majority of employees use
eLearning, the more comfortable employees are with different eLearning modes such as CBT, WBT, and distance learning, the less 

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acceptance there will be to technological changes in
eLearning within organizations.

 

As per the latest study majority of employees are  using both asynchronous and synchronous  eLearning, and WBT

The most preferred learning tools are mobile devices, web conferencing,books, and 

online libraries. Corporate managers should focus more
attention on these areas to ensure alignment with eLearning trends in industry.

The best way of doing this is by increasing and exposure information,
communication, technologies and learning tools by making them available to employees at work. This
would increase exposure to eLearning technology, employees
would be more likely to pick up on eLearning technologies and skills, It would
be much easier to implement eLearning initiatives. Which will help and benefit the
organizations it would be one step ahead to the  success of implementations eLearning.

 

CORPORATE SUPPORT AND
GENERAL ELEARNING USAGE

From the study, it was clear that employees who received support
from eLearning initiatives were aware of eLearning trends, they had
ready access to eLearning tools, and had technical skills to use eLearning,
which

enhanced there career opportunities and advancements from
eLearning experiences. Some employees do believed that their company leaders continued to invest in eLearning
and that eLearning is an effective tool
for training and development. However, employees continue to face difficulties
when using eLearning. McCullough (2005) and Reich & Scheuermann (2003)
stated some challenges of eLearning: managers are too busy, unaware or
disinterested in eLearning; lack of appropriate infrastructure; they cannot
justify the need; and/or they cannot identify their training needs. The lack of
formalized training programs caused employees to have eLearning difficulties as
reported in these studies (McCullough, 2005; Reich & Schumermann, 2003).

Therefore, organizations should take out time to come up with better
solutions and formalized structured training for any eLearning initiative or
technology implementation.

 

When organizations delegate the implementation of training needs at local levels without
the specific direction from upper management, which can cause
problems for employees during eLearning implementation and threaten the overall success of eLearningprograms. All necessary training should be available to managers,
and there has to be training experts managers to whom we can contact for help
when required. Without commitment from managers, even formalized training
programs might not be productive.

Leary and Berge (2007) stated that managers’ lack commitment for
eLearning is usually a challenge reported by small organizations. There is a
wide array of issues involved with managers’ preferences, decision-making,
prioritizing, and awareness. Leary and Berge (2007) go on to state that if they
have a different learning characteristic or if they are accustomed to more traditional learning methods, theadoption
of eLearning receives more resistance (p. 1).

 

The most important thing is that the top management should justify
the need for eLearning and should involve end-users during eLearning implementation. The employees are onboardearly, they tend to do their 

best to support eLearning efforts and to
overcome these eLearning disconnections, managers should have a clear
organizational strategic plan, a tech-savvy staff, and a good training staff combined
with committed managers. The results showed that majority
of employees (72.8%) stated that eLearning led to higher productivity. However,
only 41.7% gained higher productivity at work. This implies that eLearning
alone cannot lead to improved productivity. Managers should have effective
systems to train employees on new eLearning system usage. Higher productivity
and satisfaction usually occurs when employees are comfortable using any LMS. with
proper training, employees would be more efficient, knowledgeable, and
confident using different LMS.

 

After the survey majority of employees (74
%) believed that eLearning leads to higher job satisfaction, but only 38% were
satisfied with eLearning at their job. This disconnection is probably due to the lack of proper training and usage of eLearning
systems 
the fact that few employees use eLearning
on a daily basis. Even the one who
use eLearning regularly are not properly equipped with the training needed
to be effective and efficient. The researchers agreed with a study by Voce
(2007), which reported that employees were not currently using eLearning,
because they were not sure of eLearning possibilities, they did not have the
time, and thought eLearning was not relevant to their jobs. The current study say
that there were employees who lacked confidence, and disliked eLearning
technology. Surveyed participants

expressed dissatisfaction for the following reasons: poor quality of eLearning products,lack 

of accessories, lack of support in learning a new system, and poor
Internet connectivity. According to the current study’s results, such
dissatisfaction has contributed to lower job satisfaction. However, the results
also showed that there were satisfied employees who were able to enjoy current
technology, because they learned at their own pace and had access to training
opportunities that led to development. The impact of eLearning on job
performance cannot be underestimated. eLearning continues to become a leading
instructional method in workplaces across organizations of various sectors and
of varying sizes (Kramer, 2007). With 41.9% of study participants saying their
jobs have been easier, and 63.5% stating that eLearning has been beneficial to
their work, it is important for corporate leaders to rethink the way eLearning initiatives are implemented in their organizations. How employees react to
eLearning can affect
the overall performance of the organization.

 

 

Employee survey responses show that they are able to understand
their job duties better and have had an increase in managing ability,
efficiency, and job skills. According to Kramer (2007), in a study that used
the Kirkpatrick Model to measure behavioural changes on the job, learning
increased for participants who reacted favourably to eLearning, and job behaviour
increased if learning increased. Employees with higher levels of eLearning
should show improvement in productivity and job performance, and a reduction in
turnover, cost, and absenteeism. However, current eLearning structure is not
always successful. Some employees surveyed thought that the currentwork environment is not suitable for eLearning and they have
to take extra time outside work to learn various eLearning tools, which causes
inconvenience and stress. The study showed a strong positive correlation among
job satisfaction, job productivity, job performance, and organizational
commitment. This implies that satisfied employees are likely to be more
productive, be committed to their organizations, and work harder on eLearning
initiatives to improve their job performances. Managers should not onlyfocus on technology to be successful. Technology should be used
as an enabler. The focus should be on making sure employees feel supported.

 

Suggestions for
Further Research

The researchers suggest that future researchers explore a
larger sample size and increase the number of organizations used in the study
to cover different industries. Data collection and analysis should be computed
on each company to get a more ruminative result that represent a specific
company instead of general results representing different companies. By doing
so, connection can be done of individual corporate habits as well as comparison
with other organizations. Additionally, this should be inclusion of additional demographic factors not explored in this research such as race, marital status,type of eLearning,
and others. Overall 91% of surveyed employees using eLearning at work, researchers
believe that different learning styles will impact the effective use of
eLearning and successful implementation of eLearning systems and programs
in near future however the researchers should include the learning styles which
impact the success of eLearning usage and its impact on employee
productivity and overall job satisfaction. Furthermore, the outcome of the
study will be different if the survey was conducted in other organizations in
different industries such primary, secondary, tertiary, and quaternary. For
future research, more organizations from different industries should be used for
study. The researchers believe that the more technology-based industry is more liked
by employees and are benefiting from eLearning.