scholarly journals NEW TRAINING TECHNOLOGIES AND THEIR USE IN TRAINING AND DEVELOPMENT ACTIVITIES: SURVEY EVIDENCE FROM LITHUANIA

2008 ◽  
Vol 9 (2) ◽  
pp. 155-159 ◽  
Author(s):  
Vilmantė Kumpikaitė ◽  
Ramunė Čiarnienė
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
New Technologies ◽  
Resistance To Change ◽  
New Technology ◽  
Mediating Effects ◽  
Management And Development ◽  
E Learning ◽  
Development Processes ◽  
The Relationship

There is emerging evidence that new technologies are related to improvements in productivity. Nevertheless, in considering the relationship between new technology and productivity, it is vital to consider human resource management and development issues due to their mediating effects on the relationship between new technology and productivity. This paper focuses on training technologies, especially e‐learning. The increasing use of new technologies to deliver training and to store and communicate knowledge means that trainers must be technologically literate. That is, they must understand the strengths and weaknesses of new technologies and implementation issues such as overcoming users’ resistance to change. The paper reports the findings of a study of 724 Lithuanian employees, which revealed relatively weak usage of new technologies and e‐learning in human resource development processes.

scholarly journals How an Intranet Provides Opportunities for Learning Organizational Culture

2014 ◽  
Vol 16 (3) ◽  
pp. 296-319 ◽  
Author(s):  
Elisabeth E. Bennett
Keyword(s):  
Organizational Culture ◽  
Human Resource Development ◽  
Human Resource ◽  
Virtual Work ◽  
New Technology ◽  
Hospital Setting ◽  
Resource Development ◽  
Opportunities For Learning ◽  
Hrd Professionals ◽  
The Relationship

The Problem Organizational culture is a central part of defining virtual human resource development (VHRD), yet little empirical research has uncovered the relationship between culture and intranets. Intranets constitute the webbed environment that enables VHRD, and much can be learned from studying an intranet used strategically for an organization. Specifically, the problem addressed in this article was the question, how does an intranet provide opportunities for learning organizational culture? The Solution Case research in a hospital setting explored the problem and found four themes for how an intranet enabled participants to learn and experience the larger culture. A primary conclusion of the study was that an intranet can convey and renew organizational culture when members interact and experience organizational values in action. Implications for human resource development (HRD) professionals include addressing the design and development of organizational systems to support cultural messages that are congruent with organizational objectives and to consider how intranets can support informal learning and community building necessary for VHRD. The Stakeholders Stakeholders for this article include HRD professionals who help implement new technology and use technical applications to support practice, leaders who oversee virtual work, and scholars who aim to further research and theory in VHRD.

Introducing New Perspectives on Virtual Human Resource Development

2014 ◽  
Vol 16 (3) ◽  
pp. 263-280 ◽  
Author(s):  
Elisabeth E. Bennett
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Technology Development ◽  
Virtual Work ◽  
New Technology ◽  
Resource Development ◽  
Initial Step ◽  
Explanatory Models ◽  
Virtual Human ◽  
Learning Capacity

The Problem Initial explorations of virtual human resource development (VHRD) were published in the 12(6) issue of Advances, but these articles were only an initial step toward conceptualization. New perspectives on VHRD have developed over the past 4 years, particularly about human resource development’s (HRD) role in the development of new technology. The Solution This article provides a brief overview of existing published literature on VHRD, offers new conceptualizations of HRD’s role with technology development, and introduces the articles in this issue that advance their own new perspectives. This article argues that HRD must adopt new skills and develop explanatory models for growing organizational learning capacity in virtual work. The Stakeholders This article is of interest to practitioners and managers who lead technology projects and work within technology-enabled professional environments, as well as scholars interested in studying VHRD.

scholarly journals Constitutional democracy and technology in the age of artificial intelligence

2018 ◽  
Vol 376 (2133) ◽  
pp. 20180089 ◽  
Author(s):  
Paul Nemitz
Keyword(s):  
Artificial Intelligence ◽  
Rule Of Law ◽  
New Technologies ◽  
New Technology ◽  
Constitutional Democracy ◽  
Theme Issue ◽  
Internet Economy ◽  
Core Elements ◽  
Technological Impact ◽  
The Relationship

Given the foreseeable pervasiveness of artificial intelligence (AI) in modern societies, it is legitimate and necessary to ask the question how this new technology must be shaped to support the maintenance and strengthening of constitutional democracy. This paper first describes the four core elements of today's digital power concentration, which need to be seen in cumulation and which, seen together, are both a threat to democracy and to functioning markets. It then recalls the experience with the lawless Internet and the relationship between technology and the law as it has developed in the Internet economy and the experience with GDPR before it moves on to the key question for AI in democracy, namely which of the challenges of AI can be safely and with good conscience left to ethics, and which challenges of AI need to be addressed by rules which are enforceable and encompass the legitimacy of democratic process, thus laws. The paper closes with a call for a new culture of incorporating the principles of democracy, rule of law and human rights by design in AI and a three-level technological impact assessment for new technologies like AI as a practical way forward for this purpose. This article is part of a theme issue ‘Governing artificial intelligence: ethical, legal, and technical opportunities and challenges’.

scholarly journals 人工智能批判的話語悖論

2019 ◽  
Vol 17 (2) ◽  
pp. 133-137
Author(s):  
Fen LIN
Keyword(s):  
New Technologies ◽  
New Technology ◽  
Critical Issue ◽  
Human Beings ◽  
Policy Makers ◽  
Social Nature ◽  
The Social ◽  
The Difference ◽  
Medical Accident ◽  
The Relationship

LANGUAGE NOTE | Document text in Chinese; abstract in English only.In the dominant discourse of the "human–machine relationship," people and machines are the subjects, with a mutually shaping influence. However, this framework neglects the crux of the current critical analysis of AI. It reduces the problems with new technology to the relationship between people and machines, ignoring the re-shaping of the relationship between "people and people" in the era of new technology. This simplification may mislead policy and legal regulations for new technologies. Why would a robot killing cause more panic than a murder committed by a human? Why is a robot's misdiagnosis more troubling than a doctor's? Why do patients assume that machines make more accurate diagnoses than doctors? When a medical accident occurs, who is responsible for the mistakes of an intelligent medical system? In the framework of traditional professionalism, the relationship between doctors and patients, whether trusted or not, is based on the premise that doctors have specialized knowledge that patients do not possess. Therefore, the authority of a doctor is the authority of knowledge. In the age of intelligence, do machines provide information or knowledge? Can this strengthen or weaken the authority of doctors? It is likely that in the age of intelligence, the professionalism, authority and trustworthiness of doctors require a new knowledge base. Therefore, the de-skilling of doctors is not an issue of individual doctors, but demands an update of the knowledge of the entire industry. Recognizing this, policy makers must not focus solely on the use of machines, but take a wider perspective, considering how to promote the development of doctors and coordinate the relationship between doctors with different levels of knowledge development. We often ask, "In the era of intelligence, what defines a human?" This philosophical thinking should be directed toward not only the difference between machines and people as individuals, but also how the relationship between human beings, i.e., the social nature of humans, evolves in different technological environments. In short, this commentary stresses that a "good" machine or an "evil" machine—beyond the sci-fi romance of such discourse—reflects the evolution of the relationships between people. In today's smart age, the critical issue is not the relationship between people and machines. It is how people adjust their relationships with other people as machines become necessary tools in life. In the era of intelligence, therefore, our legislation, policy and ethical discussion should resume their focus on evolutionary relationships between people.DOWNLOAD HISTORY | This article has been downloaded 41 times in Digital Commons before migrating into this platform.

Human Resources Development Practices and Employees' Job Satisfaction

2019 ◽  
pp. 1639-1651
Author(s):  
Choi Sang Long ◽  
Sia Shi Xuan
Keyword(s):  
Job Satisfaction ◽  
Performance Management ◽  
Human Resource Development ◽  
Human Resource ◽  
Relevant Literature ◽  
Resource Development ◽  
Special Focus ◽  
Job Satisfactions ◽  
Organizational Study ◽  
The Relationship

This chapter introduces the relationship between human resource development (HRD) practices and employees' job satisfaction. Employees' job satisfactions have gained tremendous attentions from scholars in organizational study and special focus are given into searching the answer to understand why some people are more satisfied with their jobs than others. In this chapter, the definition and importance of job satisfaction is first discussed followed by exploring HRD theories and models through relevant literature review. Lastly, the relationship between job satisfaction and the four elements of human resource development: i) Training and development; ii) Organization development; iii) Career development; and iv) Performance management are discussed and developing of a conceptual framework.

Harnessing the Tiger of Emerging E-Learning Platforms

2018 ◽  
pp. 147-170
Author(s):  
Theresa Neimann ◽  
Victor X. Wang
Keyword(s):  
Online Learning ◽  
Adult Learners ◽  
Online Education ◽  
New Technology ◽  
Program Completion ◽  
Future Technology ◽  
E Learning ◽  
Learning Platforms ◽  
Key Drivers ◽  
The Relationship

This chapter explores the evolution of E-learning, defines many E-platforms and discusses the relationship between contemporary Andragogical practices, and future technology trends, which key drivers for the implementation of new technology, play a significant role. This chapter argues that online education (E-learning) has the potential for greater access and advancement of knowledge for learners across their life spans than the traditional four walled classroom. The purpose of this chapter argues how we can rely on practice and research to harness the untapped potential of increasingly diverse modalities of online education. Some of the major issues revolving around online education and adult learners in the 21 Century include: processes of learning prevalent in E-learning platforms, issues concerning policy, access and program completion, barriers to online learning adoption for adult learners and assessment of online learning in the context for the 21st Century.

The Relationship Between Social Justice Issues and Emotional Intelligence (EI)

2018 ◽  
pp. 1202-1220
Author(s):  
Misha Chakraborty ◽  
Dominique T. Chlup
Keyword(s):  
Social Justice ◽  
Emotional Intelligence ◽  
Human Resource Development ◽  
Human Resource ◽  
Well Being ◽  
Review Of The Literature ◽  
Social Oppression ◽  
The Relationship ◽  
Critical Aspects

This chapter discussed issues of injustice as often affecting the emotional, and in some cases, the physical well-being of a person. In recent years, researchers have begun to explore the role of Emotional Intelligence (EI) in creating awareness when it comes to social justice issues related to areas such as racism, sexism, heterosexism, etc. The purpose of this chapter is twofold: First, to concentrate on the area of social justice issues to find out what the literature has explored in terms of the role Emotional Intelligence (EI) might play when it comes to dealing with social oppression, and second, to advocate emotional intelligence traits that can be successfully used to cope with social oppression. We reviewed the literature as a way to deepen our understanding of how to foster “socially conscious” practices within the workplace. The chapter has implications for Human Resource Development (HRD) practitioners to remind them of the responsibility they have to encourage and welcome studies and practices addressing critical aspects such as social justice issues as a way to help ensure a productive and safe workplace. Through this review of the literature, we found that emotional intelligence traits, if practiced responsibly, can make society a better place for everyone to live and work in.

People, Technology and Human Resource Development (HRD) Philosophy

2012 ◽  
pp. 759-770 ◽  
Author(s):  
Claretha Hughes ◽  
Matthew W. Gosney
Keyword(s):  
Competitive Advantage ◽  
Human Resource Development ◽  
Human Resource ◽  
Industrial Revolution ◽  
Resource Development ◽  
Corporate America ◽  
Hrd Professionals ◽  
Relationship Of ◽  
The Relationship

Technology and people are present in all organizations. How they are managed and developed is essential to the competitive advantage of organizations. Understanding the dynamics of this relationship is an area that needs to be better understood within the Human Resource Development (HRD) field. This chapter will explore the extent that HRD philosophy addresses the relationship of people and technology. Comparing people and technology has been a debate since the industrial revolution occurred in America (Swanson, 1982; Swanson, & Torraco, 1994). Man and machine are as essential to organizational prosperity as air and water is to living; yet, it is not often researched and published in HRD literature (Githens, Dirani, Gitonga, and Teng, 2008). Could this be why HRD professionals do not have a seat at the proverbial table in corporate America? Are HRD professionals and researchers denying that there is a relationship between people and technology in organizations? Are HRD professionals and researchers limited by their beliefs concerning the comparison of people to technology?

Harnessing the Tiger of Emerging E-Learning Platforms

2021 ◽  
pp. 29-52
Author(s):  
Theresa Neimann ◽  
Victor X. Wang
Keyword(s):  
Online Learning ◽  
Adult Learners ◽  
Online Education ◽  
New Technology ◽  
Program Completion ◽  
Future Technology ◽  
E Learning ◽  
Learning Platforms ◽  
Key Drivers ◽  
The Relationship

This chapter explores the evolution of E-learning, defines many E-platforms and discusses the relationship between contemporary Andragogical practices, and future technology trends, which key drivers for the implementation of new technology, play a significant role. This chapter argues that online education (E-learning) has the potential for greater access and advancement of knowledge for learners across their life spans than the traditional four walled classroom. The purpose of this chapter argues how we can rely on practice and research to harness the untapped potential of increasingly diverse modalities of online education. Some of the major issues revolving around online education and adult learners in the 21 Century include: processes of learning prevalent in E-learning platforms, issues concerning policy, access and program completion, barriers to online learning adoption for adult learners and assessment of online learning in the context for the 21st Century.

Can Engaged and Positive Employees Delight Customers?

2017 ◽  
Vol 20 (1) ◽  
pp. 103-122 ◽  
Author(s):  
Musarrat Shaheen ◽  
Farrah Zeba ◽  
Pankaj Kumar Mohanty
Keyword(s):  
Health Care ◽  
Human Resource Development ◽  
Human Resource ◽  
Work Engagement ◽  
Health Care Sector ◽  
Work Behavior ◽  
Customer Delight ◽  
Relationship Of ◽  
The Relationship

The Problem Although there have been a plethora of studies on the determinants of customer delight in marketing literature, less attention has been given to understand the role of employees’ work engagement and psychological capital (PsyCap) in satisfying and delighting customers. The objective of the present study is threefold—the first is to examine how engaged employees are positive and efficacious; the second is to investigate how engaged, positive, and efficacious employees delight patients specifically in the health care sector; and the third is to examine how the relationship between employees’ positive PsyCap and customer delight is mediated by beneficiary contact, which is the perception of employees about the meaningful impact of their efforts on their patients. The Solution Previous studies have shown that employees who are absorbed, dedicated, and immersed in their work are more confident and positive at their workplace. Engaged, positive, and confident employees not only keep themselves but also their customers happy and positive through their optimistic outlook and efficacious work behavior. Responses are collected from 200 employees and their 200 patients from different hospitals of India. Hierarchical regression analysis shows a significant and positive relationship between work engagement, PsyCap, and customer delight. Work engagement is found to predict PsyCap and customer delight. Beneficiary contact is found to mediate between the relationship of PsyCap and customer delight. The originality of the article lies in its interdisciplinary approach to understand how engaged and dedicated employees keep themselves and their patients positive and delighted. The Stakeholders This study is of relevance to human resource development (HRD) professionals, customer relationship managers of the health care sector, and also academicians belonging to the disciplines of marketing and human resource management. The findings of this study would help them understand how engaged employees lead to employees’ positive PsyCap and customer delight. Furthermore, they will also understand the vital role of the interface between employees and customers, as beneficiary contact mediates the relationship of employees’ PsyCap and customer delight.

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