Learning and Development Effectiveness in Organisations

Garavan, Thomas N.; O’Brien, Fergal J.; Duggan, James; Gubbins, Claire; Lai, Yanqing; Carbery, Ronan; Heneghan, Sinead; Lannon, Ronnie; Sheehan, Maura; Grant, Kirsteen

doi:10.1007/978-3-030-48900-7

Cited by 9 publications

(3 citation statements)

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“…The digital pivot in the context of learning has major implications for how we view pedagogy (Anderson, 2020). Central to adult learning theory (Garavan et al, 2020a;James & Pollard, 2011) are such principles as (1) promoting active engagement of the learner in the learning process;…”

Section: Learning Pedagogy and Digital Learningmentioning

confidence: 99%

“…Digital technologies have restructured many facets of organisational human resource (HR) practices, and learning and development (L&D) is no different (Nachmias & Hubschmid-Vierheilig, 2021;Anderson, 2020;Garavan et al, 2020a;Li, 2013). The impact of digitial technologies on L&D depends on how they are implemented; at one end of the spectrum having the potential to disrupt existing L&D activities and at the other end incrementally supporting and complementing tried and tested classroom-based practices (CIPD, 2021;Garavan et al, 2020a). The evidence to-date points to significant growth in digital learning.…”

Section: Introductionmentioning

confidence: 99%

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Digital Learning: A Bright New Dawn for Learning and Development

Gubbins

Garavan

Bennett

2023

Palgrave Studies in Digital Business &Amp; Enabling Technologies

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There has been a steady increase in the use of digital learning media, a trajectory which was accelerated in recent years due to a myriad of factors. Definitions of digital learning are quite diverse but generally can be categorised into formal, informal and blended. Empirically and practically, the emphasis has been on formal digital learning. In this chapter we focus on the drivers, opportunities and challenges associated with digital learning as an approach to achieving organisational learning and development goals. Specifically, we discuss the drive for shorter, faster and cheaper training and learning methods and consider the impact on learning quality. We discuss digital learning in the context of learning pedagogy and consider the evidence and implications if digital learning methods are not designed with learning pedagogy in mind. Finally, we acknowledge the re-ignited emphasis on informal learning or learning in the flow of work and consider if digital technologies can facilitate such learning.

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Section: Learning Pedagogy and Digital Learningmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Digital Learning: A Bright New Dawn for Learning and Development

Gubbins

Garavan

Bennett

2023

Palgrave Studies in Digital Business &Amp; Enabling Technologies

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“…In this conception the context both conditions and is conditioned by the HRM strategies. Additionally, HRM strategies must be explained both through their contributions to organization performance and through their effects on the internal and external business environment (Delery and Doty, 1996; Garavan et al, 2020; Jeong and Choi, 2016; Stor, 2011).…”

Section: The Theoretical Backgroundmentioning

confidence: 99%

The configurations of HRM bundles in MNCs by their contributions to subsidiaries’ performance and cultural dimensions

Stor

2021

Int'l Jnl of Cross Cultural Management

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The main goal of the paper is to determine whether the HQs of MNCs evaluate the significances of particular HRM subfunctions to their foreign subsidiaries’ performance differently depending on a specific cultural context and—as a consequence—various configurations of HRM subfunctions may be identified in different cultural contexts. The theoretical assumptions are based on a combination of the configurational and contextual perspectives through a cross-cultural lens. In the empirical research an abductive reasoning process is applied. The research sample covers 200 headquarters of MNCs. To analyze the collected data both descriptive and correlational statistical methods are used. Two patterns of configurational bundle of HRM have been identified: A and B. Pattern A tends to be more system oriented and Pattern B more centralization oriented. Pattern A covers the subsidiaries which, with comparison to their HQ, are of lower power distance, higher individualism, higher masculinity, lower uncertainty avoidance, longer time orientation, and higher indulgence. Pattern B is composed of the subsidiaries with the opposite signs of the cultural distance index. The originality of the study consists in the application of the abductive research model. Thanks to it, we were able to search and find the simplest and most probable explanations for our observations. And the value of the research itself lies in the evidence that the contextual perspective with its configurational implications in the HRM research field is useful in identifying the phenomena that are difficult to identify or unidentifiable otherwise. The findings of the present study provide some knowledge on how cultural distance (external variable) and the significance of HRM to the subsidiary’s performance results (internal variable) interact in impacting on different configurational bundles of HRM subfunctions, their centralization practices and knowledge flows in MNCs.

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