E-learning is a learning approach distinguished by the absence of tangible convergence throughout the learning process. Maintaining employee loyalty and engagement in e-learning activities can be tricky when employees face challenges such as technology limits and employees continue to have misgivings (Panackal, 2022). Organizations must take a structural approach to the problem and develop a comprehensive strategy to mitigate its effects.
User awareness of technology, including a specific application and device, entirely depends on its usability. Empathy-driven businesses must build infrastructures compatible with responsive web designs, user-centred UX/UIs, and fast load times to enable web access to all users and assure their happiness. Jokiaho et al. (2018) argue that personnel learn to use electronic instructional tools by providing substantial technical training and assistance; therefore, if individuals face problems while using these technologies, they are quickly and successfully resolved, which boosts their confidence and expertise.
Customizing this material to satisfy each individual’s needs is essential when contemplating participation; therefore, an organization cannot gain direct knowledge from its personnel by tailoring teaching to their job duties, learning preferences, and styles. An adaptive learning system that recognizes an individual’s knowledge in a specific domain will shorten the learning curve so that each session is entertaining, relevant, and well-organized.
Beyond overcoming technological challenges, e-learning adoption is compounded by the need to inspire employees to participate in e-learning efforts by creating a good learning environment. As a result, it is necessary to coordinate such trips and provide employee skill development on the benefits of consistent career advancement. According to Deng (2022), career promotion or a certificate may be used as a reward; hence, organizational management’s approval of learning initiatives would improve employees’ prestige within the company, motivating them to advance their professional development.
Furthermore, peer learning and collaboration can be helpful techniques for gathering feedback and increasing participation in continuous education. Employees can collaborate virtually with their colleagues using various tools and activities. They can work together to address issues using online community-building tools like study groups and discussion forums. Collaboration and constructive team activities promote a cohesive workforce and a supportive educational environment, which may encourage employees to participate actively and create an interest in e-learning initiatives.
Furthermore, employees must have the opportunity to gain specialized expertise in the subject, allowing a company to manage a varied workforce comprised of people with varying intellectual talents and dispositions (Jokiaho et al., 2018). Voluntary learning programs should include several instructional methods, such as live webinars, interactive sessions, and self-paced modules, so employees can engage with the subject at their own pace. In contrast, deploying e-courses for learning may encourage employees to take responsibility for their education by enrolling in e-learning programs at their convenience.
Giannakos (2022) argues that recognizing and recollecting accomplishments such as program mastery or skill development energizes the learner and fosters more significant interaction; therefore, organizations must regularly conduct transparent and open evaluations of their employees’ achievements, emphasizing performance reviews that provide positive reinforcement and constructive criticism.
Finally, given the obstacles created by staff indifference and opposition to technology, conservation organizations should eventually develop a student engagement strategy to maintain a high level of participation. In addition to using universally applicable technology, companies can build and incorporate personalized materials and content tailored to each student’s specific needs. Organizations can create a learning culture by encouraging peer cooperation, making it accessible and adaptable, and providing constructive feedback. Furthermore, this technique catalyzes innovation, permanently integrating it into the firm’s culture and ensuring long-term security.
Question: How can organizations ensure sustained engagement and participation in e-learning initiatives amidst potential barriers such as technological constraints and employee resistance?
References
Deng, X., & Sun, R. (2022). Barriers to e-learning during crisis: a capital theory perspective on academic adversity. Journal of Information Systems Education, 33(1), 75.
https://jise.org/Volume33/n1/JISE2022v33n1pp75-86.html
Giannakos, M. N., Mikalef, P., & Pappas, I. O. (2022). Systematic literature review of e-learning capabilities to enhance organizational learning. Information Systems Frontiers, 1-17.
https://link.springer.com/article/10.1007/s10796-020-10097-2
Jokiaho, A., May, B., Specht, M., & Stoyanov, S. (2018). Barriers to using E-Learning in an Advanced Way. International Journal of Advanced Corporate Learning, 11(1).
https://www.researchgate.net/profile/Birgit-May/publication/327297052_Barriers_to_using_E_Learning_in_an_Advanced_Way/links/5b910aa3a6fdcce8a4ca0a07/Barriers-to-using-E-Learning-in-an-Advanced-Way.pdf
Panackal, N., Rautela, S., & Sharma, A. (2022). Modelling the Enablers and Barriers to Effective E-learning: A TISM Approach. Int. J. Interact. Mob. Technol., 16(8), 138-164.
https://www.academia.edu/download/90239949/11177.pdf
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