Systemizing Virtual Learning and Technologies by Managing Organizational Competency and Talents

Yoon, Seung Won; Lim, Doo Hun

doi:10.1177/1523422310394795

Cited by 30 publications

(14 citation statements)

References 31 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…This is a critical concern for technology development that provides the means through which VHRD is created and learning capacity is increased (Bennett, 2010; Bennett & McWhorter, in press). The concern for cognitive overload is also echoed in Ausburn and Ausburn (2014 [this issue]).Virtual solutions need to be thoughtfully conceived, designed, and delivered without losing sight of the primary goals of improving the effectiveness of the learning, performance, and development of employees (Bennett, 2014a; Yoon & Lim, 2010). VHRD solutions must be carefully considered as one approach to fulfilling the training and learning needs of an organization, not as the singular and relied on alternative.…”

Section: Implications For Vhrdmentioning

confidence: 99%

Workplace Technology and the Creation of Boundaries

Thomas

2014

Advances in Developing Human Resources

View full text Add to dashboard Cite

The Problem Significant advances in technology and the increasing ways in which employees use it in their work and personal lives have led to an environment in which employees can work nearly anytime and anywhere. Although virtual human resource development (VHRD) brings with it useful efficiencies and increased opportunities for learning, the prospect of 24/7 learning can have a deleterious impact on work–life balance for employees. The Solution The aim of this article is to first explain how work–life balance and workplace technology interact to affect the lives of employees. The article models boundaries between these areas and recommends that attention to work–life balance become part of practice when human resource development (HRD) professionals design virtual learning or help develop workplace technologies and policies. The Stakeholders Stakeholders include HRD professionals, scholars who study work–life balance, and organizational leaders who implement workplace technology policies and practices.

show abstract

Section: Implications For Vhrdmentioning

confidence: 99%

Workplace Technology and the Creation of Boundaries

Thomas

2014

Advances in Developing Human Resources

View full text Add to dashboard Cite

show abstract

“…Three articles mentioned virtual HRD, including Bennett (2009) who defined the latter as “a media-rich and culturally relevant Web environment that strategically improves expertise, performance, innovation, and community building through formal and informal learning” (p. 365) and explored emerging concepts. In the second article, Yoon and Lim (2010) recommended systemizing virtual learning and technologies to evolve from learning and development experts to work solution partners. In the third article, Li, D’Souza, and Du (2011) examined the impact of virtual worlds to learning in organizations, including supporting novice and expert interactions.…”

Section: Resultsmentioning

confidence: 99%

Construct of Expertise Within the Context of HRD: Integrative Literature Review

Cherrstrom

Bixby

2018

Human Resource Development Review

View full text Add to dashboard Cite

Human resource development (HRD) academics and practitioners often speak of developing expertise in individuals and unleashing expertise in organizations. For individuals, expertise has professional and personal implications related to employment, work performance, career development, career transition, and resulting livelihood across the life span. For organizations, expertise has implications for training and development; for organizational development, as a competitive advantage; and for performance. Expertise presents challenges and opportunities for HRD and merits additional research to meet such challenges and leverage opportunities to benefit individuals, teams, organization, communities, nations, and humanity. The purpose of this integrative literature review was to examine the construct of expertise within the context of HRD. Findings included where, when, and how authors used expertise in the HRD literature. Major themes comprised expertise and assessment, workforce development, professional development, leadership development, redevelopment, and elicitation and transfer. Findings have implications for theory and practice and inform future research.

show abstract

“…How to design, implement, and evaluate eff ective learning in support of work functions and balancing well-being will become an important charge for HR. Promising frameworks for technology-rich workplace learning that integrates formal and informal learning exist (Yoon & Lim, 2010 ), but integrating learning systems with employee-management systems remain as an unchartered area. 92 DOI: 10.1002/piq Performance Improvement Quarterly…”

Section: Organizational Policies and Practicesmentioning

confidence: 99%

Workforce Resilience: Integrative Review for Human Resource Development

Lim¹,

Hur²,

Ho³

et al. 2020

Perf Improvement Qrtly

View full text Add to dashboard Cite

Resilience is a concept of growing interest in the modern workplace. Multiple stakeholders, including policy makers, organizational leaders, human‐resource professionals, and employees discuss resilience as an essential element needed to effectively deal with unexpected and mind‐boggling changes that riddle the current workplace. These collective interests are commonly known as workforce resilience. However, there is a lack of consensus as to what causes and entails workforce resilience as well as how to best address the issue for leaders and employees alike. By comparing disciplinary perspectives of resilience and reviewing empirical studies, this study identifies core elements and drivers of workforce resilience in the context of organizational and human resource development. This study also clarifies how workforce resilience should incorporate policies and strategies at the societal and organizational levels together with organizational human‐resource interventions.

show abstract

Systemizing Virtual Learning and Technologies by Managing Organizational Competency and Talents

Cited by 30 publications

References 31 publications

Workplace Technology and the Creation of Boundaries

Workplace Technology and the Creation of Boundaries

Construct of Expertise Within the Context of HRD: Integrative Literature Review

Workforce Resilience: Integrative Review for Human Resource Development

Contact Info

Product

Resources

About