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Strategic and Organizational Considerations Related to an E-Learning Model: A Case of Study

Copyright © 2012. 13 pages.
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DOI: 10.4018/978-1-61350-207-5.ch007
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MLA

Calvo, Nuria, Paolo Rungo and Ignacio Moreno. "Strategic and Organizational Considerations Related to an E-Learning Model: A Case of Study." Human Resource Management in the Digital Economy: Creating Synergy between Competency Models and Information. IGI Global, 2012. 125-137. Web. 17 Sep. 2014. doi:10.4018/978-1-61350-207-5.ch007

APA

Calvo, N., Rungo, P., & Moreno, I. (2012). Strategic and Organizational Considerations Related to an E-Learning Model: A Case of Study. In S. de Juana-Espinosa, J. Fernandez-Sanchez, E. Manresa-Marhuenda, & J. Valdes-Conca (Eds.) Human Resource Management in the Digital Economy: Creating Synergy between Competency Models and Information (pp. 125-137). Hershey, PA: Information Science Reference. doi:10.4018/978-1-61350-207-5.ch007

Chicago

Calvo, Nuria, Paolo Rungo and Ignacio Moreno. "Strategic and Organizational Considerations Related to an E-Learning Model: A Case of Study." In Human Resource Management in the Digital Economy: Creating Synergy between Competency Models and Information, ed. Susana de Juana-Espinosa, Jose Antonio Fernandez-Sanchez, Encarnacion Manresa-Marhuenda and Jorge Valdes-Conca, 125-137 (2012), accessed September 17, 2014. doi:10.4018/978-1-61350-207-5.ch007

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Abstract

The aim of this chapter is to assess the impact of different organizational factors on the success of e-learning programs, in terms of both self-reported satisfaction and the level of learning. Hence, this study adds to the analysis of the efficacy of e-learning models from an organizational perspective by providing some useful insights, which may help to improve decision-making related to employee’s continuing education and satisfaction. This simulation, using a bivariate ordered probit model, shows that economic and indirect economic incentives play a key role in augmenting the level of both satisfaction and learning. This analysis also considers how efficacy of learning programs may thus improve by linking the human resources development policy with results obtained in e-learning courses.
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1. Introduction

The application of latest advancements in Information Technology to business education has contributed to fulfill most wishes of education managers. The demand for continuing education programs with top specialists, the costs of mobility, the fragmentation of learning time due to inopportune meetings, among other difficulties, seem to have come upon a solution with the so called e-learning model (Box, 1999; Kirby, 1999;Bose, 2003).

Technological improvement and the design of high-capacity networks for sharing data have allowed for solving most of the limitations of the traditional learning methodology, by facilitating both access to information and the adaptation of programs to individual needs. However, earlier applications of e-learning have shown that those technological tools do not automatically guarantee high levels of learning (Snyder et al., 2000; Ettinger et al., 2006, Fernández Díez de Lastra, R., 2001). Moreover, Ettinger et al. (2006) demonstrate that the mere act of uploading materials of traditional courses to a software platform may reduce motivation and, thus, learning outcomes. Discussion about these problems has generated a second wave of development of e-learning models (Servage, 2005). Due to the different approach to learning under the new model, it has been argued that e-learning needs a different pedagogical system (Roy, 2006). As a consequence, a number of firms, focused on the management of educational contents for e-learning, have born during the last decade. Those firms offer teams of experts in pedagogy, scriptwriters and technicians, who work for creating personalized educational paths and taking advantage of all possibilities of software platforms for enhancing learning. In addition, the development of e-learning educational materials has actually generated an increasing demand for standard rules to facilitate the compatibility of contents and software platforms (Singh and reed, 2002; Orbea, 2008).

Previous research about factors influencing learner satisfaction reveal that learner computer anxiety, instructor attitude toward e-learning, e-learning course flexibility or quality, perceived usefulness, and diversity in assessments are critical factors affecting learners´ perceived satisfaction (Sun, P.; Tsai, R.J.; Chen, Y. & Yeh, D., 2008). Perceived self-efficacy has been also considered as key factor that influences e-learning satisfaction (Liaw, S., 2008). According to existing literature, disposing of both advanced technological instruments and adapted learning programs does not guarantee the optimal management of e-learning within firms (Ettinger et al., 2006; Galagan, 2002; Netteland et al., 2007). In fact, it is necessary to consider where, when and how learning programs take place, to identify the possible difficulties and how the firm should manage learning through a software platform (Zhand and Jasimuddin, 2008; Rahmandad et al., 2009). Learning by using the new training model requires self-motivation and self-management, and it demands both cultural and organizational changes (Redmon and Salopek, 2000; Tynjäla and Häkkinen, 2005; McPherson et al., 2005; Ettinger et al., 2005; Davis and Wong, 2007). Hence, organizations must strategically define what the main objective of e-learning is, and what they should do in order to achieve their goals.

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Complete Chapter List

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Table of Contents
Foreword
Juan Llopis-Taverner
Preface
Susana de Juana-Espinosa, José Antonio Fernández Sánchez, Encarnación Manresa Marhuenda, Jorge Valdés Conca
Chapter 1
Inmaculada Beltrán Martín
A flexible workforce is emerging as a critical success factor to counteract certain organizational rigidities and to guarantee organizational... Sample PDF
Toward a Unifying Framework for Defining Internal Human Resource Flexibility: A Proposal Based on the Resource-Based View Approach
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Chapter 2
Mireia Valverde, Sergi Romeu, José Luís Gascó
In the current changing economic environment, organisations are searching for ever more flexibility in their quest towards competitiveness. One of... Sample PDF
Outsourcing the HR Function in the New Economy: Literature, Facts, and Research Agenda
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Chapter 3
Roberto Luna-Arocas
Talent management is a new concept in the scientific literature, but not in the practitioner arena. In this sense, this chapter underlines the... Sample PDF
Talent Management: A New Perspective in Human Resource Management
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Chapter 4
Alexis Bañón, Manuel Guillén, Ignacio Gil
In order to achieve this, CEOs and Human Resource (HR) policies should potentially contribute to knowledge development by creating authentic... Sample PDF
Ethics and Learning Organizations in the New Economy
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Chapter 5
Anna B. Holm
E-recruitment, also known as online or Web-based recruitment, is little discussed in research from an organizational perspective. The aim of this... Sample PDF
E-Recruitment: The Move towards a Virtually Organized Recruitment Process1
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Chapter 6
Inocencia M. Martínez-León
Human resources are considered the company’s most valuable resource. For that reason, organizations require a Human Resource Management (HRM) that... Sample PDF
The Importance of Psychological Contracts in Human Resource Management within the New Global Economy
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Chapter 7
Nuria Calvo, Paolo Rungo, Ignacio Moreno
The aim of this chapter is to assess the impact of different organizational factors on the success of e-learning programs, in terms of both... Sample PDF
Strategic and Organizational Considerations Related to an E-Learning Model: A Case of Study
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Chapter 8
Sandra M. Sánchez Cañizares, Fernando J. Fuentes García
People are an essential source on the competitiveness of organizations. Numerous authors have recognized the importance of organizational commitment... Sample PDF
Organizational Commitment and Job Satisfaction: An Empirical Analysis of Their Relationship in Private Teachers
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Chapter 9
José Antonio Carazo
The economic situation in the last few years has forced companies to adjust their workforces and reduce hierarchical levels. They have also had to... Sample PDF
The Role of Internal Communication in Commitment Management
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Chapter 10
José Antonio Fernández Sánchez, Encarnación Manresa Marhuenda
In times of recession, survival for most businesses means to do more with fewer resources. It is necessary to encourage policies that will help a... Sample PDF
Staff Restructuring in the New Economy
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Chapter 11
Jorge Valdés Conca, Susana de Juana-Espinosa
It seems appropriate and coherent to start this study with a detailed description of the basic analysis unit in the human resource management model... Sample PDF
The Competency-Based Human Resource Management Model
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Chapter 12
Jaime Izquierdo-Pereira, Carmen Avilés-Palacios, Joaquín García-Alfonso, Manuel López-Quero
Web 2.0 is changing the rules, reducing costs of access to technology, increasing the volume of cyber social contact through networking, both social... Sample PDF
Competencies 2.0: A Theoretical Model for Defining and Managing a Presence Plan on the Web
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Chapter 13
Lourdes Canós-Darós, Cristina Santandreu-Mascarell
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Competence-Based Profile to Characterize Successful Entrepreneurs
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Chapter 14
Irene Martin-Rubio, Drew Rodgers, Erik Døving
Cross-cultural knowledge management in the e-environment results from interactions with others from different cultures that require new... Sample PDF
Cross-Cultural Competences in the New Economy
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Chapter 15
José Manuel de Haro, José Antonio Carrión
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Leadership Talent Development in the New Economy
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Chapter 16
Santiago Gutiérrez
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Management and Leadership of Innovative Work Teams
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Chapter 17
Listening and Leadership  (pages 316-334)
Javier Pagán Castaño, Dolores Garzón Benítez
In this chapter, the authors will focus on three ideas: the connection between the company results and the leader’s listening skills; people as the... Sample PDF
Listening and Leadership
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Chapter 18
Nuria Calvo, María Bastida, Jacobo Feás
The main goal of this chapter is to undertake a critical analysis of the current situation concerning the equal treatment of female managers in... Sample PDF
Analysis of Gender Equality in Higher Management Levels: A Study Model
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