HRD practices, employee competencies and organizational effectiveness: role of organizational learning culture

Potnuru, Rama Krishna Gupta; Sahoo, Chandan Kumar; Parle, Kalyan Chakravarthy

doi:10.1108/jabs-06-2020-0237

Cited by 20 publications

(28 citation statements)

References 95 publications

(66 reference statements)

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Woodard's (2007) research showed that employees who could self-direct their new hire training had nearly 20% higher engagement and satisfaction scores with training than those who could not. While self-determination theory (SDT) as proposed by Deci et al (2017) and experiential learning theory could explain how gamified learning could better appeal to employees, the role of an organization's learning climate (OLC) was also found to be crucial to whether people accept and transfer training to the workplace (Potnuru et al, 2021). Social cognitive theory (SCT) also plays a critical role, especially for older adults and using smart devices or gamification (Choudrie et al, 2021).…”

Section: Workplace Learningmentioning

confidence: 99%

Perspectives of Learning and Training Practitioners on Gamification

Tanner¹,

Preiksaitis²

2023

CJAR

View full text Add to dashboard Cite

United States’ information technology (IT) training professionals provided perspectives regarding the gamification of employee training to address turnover and reskilling needs. Participants (N = 9) aged 23 or above, with 5 years of training experience, provided their perceptions about gamified training during semi-structured interviews. A generic qualitative inquiry data analysis technique led to five themes: gamification is for onboarding and skills development and meets a variety of training needs; going beyond characteristics and elements of the game motivates employees; keeping the training end goal in mind is vital; gamification reduces time and resources by creating auto-nudges which track and remind employees to complete training; and, gamification assists with team building and collaboration, career development, and employee retention. Gamification can provide varied training, including compliance, onboarding, technical, and career training. Gamification training costs could be offset by reduced employee travel or location costs of live training.

show abstract

Section: Workplace Learningmentioning

confidence: 99%

Perspectives of Learning and Training Practitioners on Gamification

Tanner¹,

Preiksaitis²

2023

CJAR

View full text Add to dashboard Cite

show abstract

“…Out of all the resources, the HR is the active element that can accelerate the effective utilization of other resources too. Employee competencies play a critical role in human resource development (HRD), which can lead to increased organizational effectiveness (Potnuru and Sahoo, 2016; Shet et al , 2019; Potnuru et al , 2021). Organizational effectiveness talks about how well the organization is in for achieving what it desires for (Etzioni, 1959).…”

Section: Step 1: Identification Of Units (Work-life Integration Job C...mentioning

confidence: 99%

Work-life integration, job contentment, employee engagement and its impact on organizational effectiveness: a systematic literature review

Yadav

Pandita

Singh

2022

ICT

View full text Add to dashboard Cite

Purpose This paper aims to study the interlink between work-life integration, job contentment and employee engagement. The notion of how far work-life balance (WLB) policies have a throwback on employee engagement has been presented with shreds of evidence of previous studies carried out in the timeline of 2005–2021 in India. The purpose is to bring forward comprehensive studies together, which are available on piecemeal form in the fragmentary form, to draw a firm conclusion about work-life integration policies and their parallelism with job engagement and organizational effectiveness. Furthermore, this study intends to develop a theoretical framework using Dubin’s methodology on organizational effectiveness in relation to work-life integration, job contentment and employee engagement. Design/methodology/approach This study is based on systematic literature review of papers reviewed from across databases of Scopus, Emerald, EBSCO and Google Scholar. The keywords used for the search were WLB, work-life integration, job satisfaction, job contentment and organizational effectiveness and also a combination of these words was used to pull down the relevant papers. A systematic literature review was undertaken on the topics of work-life integration, employee engagement and organizational effectiveness. These articles were then read and scanned with the overview on abstract and further these articles were selected on the basis of relevance to the current study. Those articles which showed interconnectedness between the identified variables of organizational effectiveness in relation to work-life integration, job contentment and employee engagement as antecedents were reviewed and a theoretical framework model is put forth using first part of Dubin’s methodology (1978) for theory building. The posited Model named A4 on organizational effectiveness using deductive approach is built on constructs, interaction, logic and propositions (Whetten, 1989).The theory will be functional in nature. With the given wealth of evidence, the injecting effect of work-life integration on employee engagement and pouring impact on organizational effectiveness becomes more transparent and clear. The authors have proposed a model for better organizational effectiveness through work-life integration policies. Findings One of the essential ingredients for better employee engagement is work-life integration policies, and organizational effectiveness becomes the by-product of the same. Innovative and friendly WLB policies assist employees to be more productive, dedicated and committed, resulting in better employee engagement which in the long run benefits the company in terms of effectiveness. WLB policies help to flatter down the burgeoning impact of complex work life on employee productivity and engagement. This paper concludes on the healing effects of WLB policies on employee engagement and organizational effectiveness and also proposes a model at the end. The posited model presents the antecedents for achieving organizational effectiveness. Research limitations/implications Because the study is conceptual in nature with the proposed model, more empirical-based studies by experts with relevant stakeholders will add more rationalization to the current study. Originality/value Organizational effectiveness is the key to survival in today’s complex and competitive world. The authors investigated how organizational effectiveness can be achieved with WLB policies, which can have a linear impact on employee engagement, and ultimately organizations can bear the flowerings of positive output. This linkage and coupling between WLB policies, job contentment, employee engagement and organizational effectiveness deserve attention which the authors have attempted to explore. The outcome and results of the study will contribute to the existing literature in a more meaningful manner and will assist human resource development and policymakers to achieve organizational goals with driving employees. Managers will gain insight into the identified theoretical framework model for its implementation in organization. Future researchers with empirical studies can test the proposed theory to determine its success at organizational level.

show abstract

“…The first study was conducted by Potnuru et al (2020), the results show a significant and positive relationship between employee competencies and employee perceived organizational effectiveness. (The results showed a significant and positive relationship between employee competence and perceived organizational effectiveness of employees).…”

Section: Literature Reviewmentioning

confidence: 99%

Influence of Work Competency, Workload, and Job Training on the Work Activity of Lazada Logistics Courier

Nathiqah

Pancasasti²

2022

MSR

View full text Add to dashboard Cite

This study was conducted to determine the effect of Competence (X1), Workload (X2), and On The Job Training (X3) on Work Productivity (Y) at Lazada Logistics Hub Leu Serang. In this research, the method used is quantitative research. The population in this study were 155 Lazada Logistics Hub Leu Serang couriers with a total sample of 85 respondents. The sampling technique in this study is simple random sampling, which is random and simple sampling without regard to the level (strata) contained in the population. The method of collecting data in this study is using a questionnaire and analyzing the data using Structural Equation Modeling (SEM) with the student version of Smart Partial Least Square (Smart-PLS) 3.3.2 software. The research results obtained are: First, competence has a positive and significant effect on work productivity. the t-statistic value is 3.399 > 1.96 with a large effect of 0.399 and a P-value of 0.001 < 0.05. Second, workload has a positive and significant effect on work productivity and has the most dominant influence on work productivity. the t-statistic value is 3.924 > 1.96 with a large effect of 0.415 and a P-value of 0.000 <0.05. Third, on the job training has a positive and significant effect on work productivity. the t-statistic value is 2.399 > 1.96 with a large influence of 0.180 and a P-value of 0.017 < 0.05.

show abstract

HRD practices, employee competencies and organizational effectiveness: role of organizational learning culture

Cited by 20 publications

References 95 publications

Perspectives of Learning and Training Practitioners on Gamification

Perspectives of Learning and Training Practitioners on Gamification

Work-life integration, job contentment, employee engagement and its impact on organizational effectiveness: a systematic literature review

Influence of Work Competency, Workload, and Job Training on the Work Activity of Lazada Logistics Courier

Contact Info

Product

Resources

About