Chapter 8. Understanding End-User Training as a Lever in Organizational Strategy and Chang

Gash, Debra C.; Kossek, Ellen Ernst

doi:10.1515/9783110863338-014

Cited by 3 publications

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“…While such assimilation of values, norms, and beliefs may occur during user training, it is likely that these processes occur even more effectively on the job, compared to in a training classroom, which is usually divorced from the actual work milieu. In line with this argument, Gash & Kossek (1990) concluded that:…”

Section: Literature Reviewmentioning

confidence: 83%

Examining workgroup influence on technology usage

Gallivan

2000

Proceedings of the 2000 ACM SIGCPR Conference on Computer Personnel Research

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This paper develops a new theoretical model with which to examine the factors that determine employees' technology usage within organizational settings. Much of the prior IS training literature has assumed an underlying relationship between necessary conditions for technology adoption --such as user training and support resources --and actual technology use. Whereas these "facilitating conditions" for technology usage [38,80,81] have been taken for granted as factors that influence system adoption and usage, the reality of learning and working in organizational settings suggests an entirely different mode of influence on employees' technology-related behavior. Drawing from research in cognitive anthropology [35], and acknowledging the role of communities of practice that shape learning, behavior, and memory [5,65,87,88], we develop an alternative theoretical framework to explain employees' adoption of technology and their degree of system usage. Contrasting this novel theoretical framework with traditional notions that presume technology usage to be directly related to the amount or perceived quality of user training and support, we evaluate both fi-ameworks with empirical data obtained from a technology implementation initiative across five sites of one nonprofit organization. While both theories receive some support from our data., we argue for the recognition that social influences exert an effect not just on whether employees adopt IT [77], but more importantly on how and how much employees use technology for their jobs. Implications for research and practice related to IT training are provided, as well as to more general lessons for managing technology implementation.

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Section: Literature Reviewmentioning

confidence: 83%

Examining workgroup influence on technology usage

Gallivan

2000

Proceedings of the 2000 ACM SIGCPR Conference on Computer Personnel Research

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“…Until recently there has been a lack of "technology transfer" between the disciplines and departments of IS and HRM [7,16]. For example, although they often study computer use as a training method (e.g., computer-aided instruction and computer-based training), human resource training researchers are only beginning to consider training to use computers (i.e., end-user training) as an important element of the HRM domain.…”

Section: Resultsmentioning

confidence: 99%

“…As Gash and Kossek contend, "if managers persist in viewing enduser training as an individual-level phenomenon, they are wasting their money. Similarly, researchers who only focus on individual aspects of training are studying the wrong questions and overlooking critical organizational and strategic issues of training" ( [7] p. 230).…”

Section: Managers and Researchers Applied Mcgehee Andmentioning

confidence: 99%

The assessment of end-user training needs

1995

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The Relationship Between Organizational Factors and the Transfer of Training in the Electronics Industry in Shenzhen, China

Xiao

1996

Human Resource Dev Quarterly

218

190

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This study was conducted in four electronics companies in Shenzhen, China. It employs a transfer model that argues that training develops only potential capacity in trainees. The transfer of training in the workplace depends on organizational factors that facilitate the utilization of knowledge, skills, and attitudes @A) gained in the training setting.Analyses indicate that training, recently adopted nationwide in industry in China, is related to transfer behavior In addition, organizational variables that encourage application of WA in the workplace promote the transfer of training. Among the organizational variables, supervision appears to be the most inJuen tial.

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Chapter 8. Understanding End-User Training as a Lever in Organizational Strategy and Chang

Cited by 3 publications

References 0 publications

Examining workgroup influence on technology usage

Examining workgroup influence on technology usage

The assessment of end-user training needs

The Relationship Between Organizational Factors and the Transfer of Training in the Electronics Industry in Shenzhen, China

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