Building and Maintaining Human Capital with Learning Management Systems

Building and Maintaining Human Capital with Learning Management Systems

Tom Butler (University College Cork, Ireland) and Audrey Grace (University College Cork, Ireland)
DOI: 10.4018/978-1-4666-0011-9.ch603
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Abstract

In this chapter, the authors examine how building, integrating and maintaining human capital with Learning Management Systems acts as an enabler for the management if intellectual capital within multinational organizations. They draw upon learning theory and training practices to demonstrate that human capital is best viewed through a competence lens; that is, accounting for human capital should focus on matters of individual and organizational competence, and that the development of human capital is, in essence, an exercise in competence development, which involves training and learning. This, then, is this chapter’s point of departure in understanding how IT-based systems can enable training and foster learning, thereby building an organization’s human capital.
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Human Capital And Learning Management Systems

The importance of facilitating and managing learning within organizations is well accepted. Zuboff (1988), for example, argues that learning, integration and communication are critical to leveraging employee knowledge; accordingly, she maintains that managers must switch from being drivers of people to being drivers of learning. Harvey and Denton (1999) identify several antecedents which help to explain the rise to prominence of organizational learning, viz.

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