The Strategic Use of Digital Learning Solutions: An HRM Perspective
| aut.embargo | No | en_NZ |
| aut.thirdpc.contains | No | en_NZ |
| dc.contributor.advisor | Ho, Marcus | |
| dc.contributor.author | Abdali, Munaal | |
| dc.date.accessioned | 2019-05-23T21:39:24Z | |
| dc.date.available | 2019-05-23T21:39:24Z | |
| dc.date.copyright | 2019 | |
| dc.date.issued | 2019 | |
| dc.date.updated | 2019-05-23T03:10:35Z | |
| dc.description.abstract | The fast pace of technological advancements coupled with globalisation has increased competition tremendously. It is imperative that organisations leverage their access to digital offerings to be more innovative and to make their business strategy more efficient. Human Resource Management (HRM) has experienced a similar shift towards the adoption of digital learning solutions by organisations to revamp their learning and development (L&D) strategy. This research thus aims to explore the reflections of human resources (HR) managers, in New Zealand, about digital learning solutions. The study takes a strategic lens to HRM and organisational learning (OL) to explore the perspectives of HR managers. The qualitative research design utilises an exploratory study involving interviews with the HR managers to understand how they conceptualise digital learning solutions. Research findings indicate that HR managers do see the potential in digital learning solutions and their contribution towards organisational goals. The just-in-time accessibility to learning inculcates a culture of learning, thus, enabling employees to perform better and be the source of organisation’s competitive advantage. However, the uptake of these digital learning solutions is still slow due to contextual factors and HR managers’ personal inhibitions. The onus falls on the HR managers to navigate their way through the tensions tactfully to realise the benefits of digital learning. At the theoretical level, the research gives direction to integrate the factors outlined by the TOP framework with the resource-based view (RBV) to develop a more holistic analytical framework of evaluating e-HRM initiatives. At the practical level, it brings attention to the unique features of digital learning solutions that the HR managers should adapt and refine as per their own organisational needs to stay competitive. The takeaway for HR managers is to develop a practice of systematically mapping employee goals against team and organisational goals for strategic validation of all initiatives. | en_NZ |
| dc.identifier.uri | https://hdl.handle.net/10292/12526 | |
| dc.language.iso | en | en_NZ |
| dc.publisher | Auckland University of Technology | |
| dc.rights.accessrights | OpenAccess | |
| dc.subject | Digital learning | en_NZ |
| dc.subject | Strategic human resource management | en_NZ |
| dc.subject | Organisational learning | en_NZ |
| dc.subject | Learning and technology | en_NZ |
| dc.title | The Strategic Use of Digital Learning Solutions: An HRM Perspective | en_NZ |
| dc.type | Dissertation | en_NZ |
| thesis.degree.grantor | Auckland University of Technology | |
| thesis.degree.level | Masters Dissertations | |
| thesis.degree.name | Master of Business | en_NZ |