Essays on Relevance of Workplace Learning to Employees Coursework

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The paper "Relevance of Workplace Learning to Employees" is a good example of business coursework.   Workplace learning is defined as the process of acquiring knowledge and skills by employees of an organization, which are applied on the duties, skills, attitudes, values, work, and actions in what they are involved in. Learning begins with the acquisition of basic elements and skills to learning how to apply complex programs like practices in management and use of technological systems, thus improving employee value professionally, socially and personally (Evans, et al. 2008:5). Workplace learning or on-job training is fundamental in acquiring personal goals, implementation of work strategies, achieving the firm’ s objectives, which give a firm a competitive edge and advantage.

Learning can be done formally, incidentally, non-formally experientially or self-directed. In the modern world, workplace learning has been necessitated by political, environmental, legal, social, religious, economical and technological changes, in the new world order. In this study, the report shall evaluate the importance of workplace learning, challenges of workplace learning, implications of workplace learning in organizations and bridging the gap between workplace learning in theory and practice. The relevance of workplace learning to employees Workplace learning is relevant and crucial to modern-day employees.

Factors that influence employees to undertake workplace learning is the increased capacity of information gathering and storage, the rapid development of technology in information and communication frameworks, ease in the global information and communication access, increased need for innovations of products and services, new developments in educational technology that was not there before, evolving learning environments and integration of technology in almost all operations of an organization from auditing, reporting, filing, meetings, production, service and product delivery, advertising, marketing among others (Aston & Sung, 2002:33). Through workplace learning, employees are able to earn a living thus cater to their personal needs and at the same time improve on the knowledge they already have.

Employees who initially had reached lower academic levels, through workplace training are able to grow and match their colleagues who had attained higher academic levels if not more (Sawchuk, et al. 2006:137). Moreover, workplace training is beneficial for employees because it offers the opportunity to grow professionally since they have an equal chance for promotion, being delegated harder and challenging tasks and equal access to rewards do to improved quality of work.

Workplace learning can be a source of motivation to employees since it helps them cater for their basic needs better, improve their self-esteem for those who had low skills, offer them social status and are able to exploit their skills to the fullest potential (Piskurich, et al 1998:61). Workplace learning helps employees have more bargaining power when discussing remunerations and present them as likely candidates suitable for recruitment by high performing firms. Workplace learning is only possible if employees understand the value of it and translate the relevance of workplace learning to improving their personal and professional lives.

An employee who has undergone workplace learning is more productive, creative, and knowledgeable and adds value to the organization (Malloch, 2010: 215). Moreover, an organization that encourages the practice, have very low employee turnover than firms that do not. The relevance of the practice to its application on work is important. Employees will be more willing to participate if it improves their effectiveness and increase their knowledge and skills professionally.

References

Aston, D.N. & Sung, J. 2002. Supporting workplace learning for high performance working. Geneva: International Labour Organization.

Brock, D. 2002. Restructuring the Professional Organization: Accounting, Health Care and Law. New York: Routledge.

Clifford, J. & Thorpe. S. 2007. Workplace learning & development: delivering competitive advantage for your organization. Berlin: Kogan Page Publishers.

Evans, K. 2006. Improving workplace learning; Improving learning TLRP. London: Taylor & Francis.

Evans, T. et al. 2008. International Handbook of Distance Education. Los Angeles: Emerald Group Publishing.

Garrick, J. 2002. Understanding Learning at Work. Sidney: Routledge.

Graves, L. 1994. Learner managed learning: theory practice & policy. London: Routledge.

Gray, D. et al. 2004. Learning through the workplace: a guide to work-based learning. Stamford: Nelson Thornes.

Malloch, M. 2010. The SAGE Handbook of Workplace Learning. London: SAGE Publications Ltd.

Piskurich, G.M. et al. 1998. ASTD models for learning technologies: roles, competencies, and outputs. Montreal: American Society for Training and Development.

Rainbird, H. et al. 2004. Workplace learning in context. London: Routledge.

Sawchuk, P.H. et al. 2006. Critical perspectives on activity: explorations across education, work, and everyday life. Cambridge: Cambridge University Press.

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