Business Impact on Learning

1. General Impact of Learning on Performance

From the article of ‘Evaluation and Social Impact Measurement Amongst Small to Medium Social Enterprises: Process, Purpose and Value’ by Jo Barraket and Nina Yousefpour; it can be analyzed that Social Impact Measurement and reporting by the Social Enterprises are efficiently used in order to improve the performance, accessing the organization resources and thereby rebuilding the organization legitimacy. According to our research article, this concept does not support the idea efficiently. This is because this article mainly focuses towards challenges associated with the social impacts of an enterprise. Hence, it can be analyzed that this model has a minimal role with the learning perspective related to an organization (Karlan & Valdivia, 2011).

According to the research article of ‘Evaluation of Corporate Performances (Cp) In Public Health Service Organizations (Phso) In Eastern Province Of Sri Lanka Using Balanced Score Card (BSc): A Conceptual Study’ by Ismail, Prof. Velnampy; it can be analyzed that performance is evaluated by using firm size and profitability. This model is highly applicable to the current research topic. This is because the impact of learning in a workplace is precisely analyzed in this article.
The factors of productivity, profitability, employee relations and customer performances are explicitly examined in this section, which remains the fundamental theme of the main article (vanRooij & Merkebu, 2015).

In the third section, i.e. ‘Measuring the Impact of Learning Organization on Job Satisfaction and Individual Performance in Greek Advertising Sector’ by Paraskevi Dekoulou and Panagiotis Trivellas; it can be analyzed that the researcher has emphasized on the concept of job satisfaction and job performance as the most significant outcomes associated with an individual and an organization. This concept is highly acceptable as the researcher can quickly focus towards job satisfaction, which is the ultimate consequence of actual performance by an employee.

Finally, in the last article, i.e. ‘Measuring the Business Impact of Employee Learning: A View From the Professional Services Sector’ by Shahron Williams van Rooij and Jerusalem Merkebu, it can be analyzed that various Evaluation models targeting the decision makers use several finance based indicators such as Return on Investment (ROI). One of the most efficient model followed is the Jack Phillip’s ROI Model, which mainly helped in defining the business impact regarding organization’s economic profitability. The model focused towards the monetization of the results associated with a particular training program by surveying the participants. This concept can equally be standard for the current research as determining the ROI for the employees would help to highlight towards the performance of the employees. Thus, the researcher can quickly determine the influence of effective learning protocol associated with the performance of an employee (Ismail & Velnampy, 2012).

2. The Role of e-learning, Instructor-led Class or blended learning on Employee Performance

Considering to the first article, i.e. ‘Impact of Collaborative Leadership Training on Negotiation Skill Development’ by Richard A Grover and Dahlia Lynn, it can be analyzed that the researcher has focused towards the numerous leadership development programs. This is mainly targeted in encouraging the leaders to develop their skill and produce effective leadership models. This theory is highly acceptable as leadership plays a crucial role in developing the performance of an employee. Effective leadership qualities and involvement in learning sessions help in improvising the loopholes and thereby maximize the quality of an individual to several folds (Hughes & Scholtz, 2015).

The second article, i.e. ‘Increasing the impact of a business simulation: The role of reflection’ by Suzanne Hughes and Frances Scholtz highlights towards the influence of Experimental Learning Theory (ELT) is analyzed. Moreover, Kolb’s Cycle for involving the experience, reflection, thinking and acting of the employees is analyzed. The use of Participatory Action Research (PAR) helped the researcher to develop and thereby propose educational initiatives on the employees. Furthermore, the researcher proposed for the model of Integrative Reflection, which analyzed the impact of business simulations to a greater extent. These models can be considered to be an essential part of the current research topic. This is because these models help in monitoring the experience, reflection and thinking ability of an individual, which in turn improvises the performance (Grover & Lynn, 2012).

The third article of ‘Teaching Entrepreneurship: Impact Of Business Training On Microfinance Clients And Institutions’ by Dean Karlan and Martin Valdivia, the factors of business training to promote the livelihood of the clients is analyzed thoroughly. This theory is entirely not applicable for the current research topic as it is mainly focused towards the microfinance institutions. Thus, it is based on a certain case and is limited to it considerably.

The fourth article, ‘The development of an innovative leadership training programme for European young professionals in times of crisis’ by Dimitra Iordanogloua, Betty Tsakarestoub, Lida Tsenec, Konstantinos Ioannidis and Nikos Leandros, the researcher have highlighted towards the influence of Leadership Training Programme in order to enhance the leadership skills of the young business leaders. The article is ultimately based on the research survey (primary research analysis), which helped in deducing the relevant data related to the context. It can be analyzed that this article can be reflected in the present context as the involvement of primary research study provides a rapid and efficient outcome associated with an item. Moreover, the concept of leadership plays a crucial role towards the development of efficient performance among the other employees. Thus, the leadership attribute based on learning perspectives for the employees would be highly acceptable for the improvising the performance rate of employees and the overall organization (Deschacht  & Goeman, 2015).

The final article ‘The effect of blended learning on course persistence and performance of adult learners: A difference-in-differences analysis’ by Nick Deschacht and Katie Goeman, the impact of blended learning on the adult learners for academic success. A huge number of tests associated with this context is analyzed, which helps in determining the performance and success rate of the individuals associated with the organization. This theory can be acceptable for the current research study as the factor of adult learners plays a useful role in developing the performance of the person on a massive scale (Carbonne & Sabri-Kaci, 2016).

3. Business Impact of Coaching and on the Job Training

Based on the literature review of the article ‘Developmental Coaching: Business benefit – fact or fad? An evaluative study to explore the impact of coaching in the workplace’ by Elouise Leonard it can be analyzed that researcher has highlighted towards the concept of coaching. This is considered as a remedial action for the individuals having specific performance gaps and thereby developing them accordingly (Barraket & Yousefpour, 2013). The idea of understanding the perception of nature along with the analysis of business analysis is considered thoroughly in this article. This article is highly useful for the current research topic. This is because developing an effective coaching would help an employee to overcome the loopholes associated with him/her. As a result, the person receives the possibility to overcome the challenge systematically and thereby contribute positively towards the organization. Thus, the performance of the entire group would hike significantly.

On the other hand, the second article, i.e. ‘Comprehensive Return on Investment Evaluation System for Local Self-government Training in Bosnia And Herzegovina. Case: Project Cycle Management Course’ by Svend Erik Sørensen, it can be analyzed that the method for the usage of Return on Investment (ROI) associated with local self-government training is highlighted efficiently. Identification of the various challenges to identify the impact for accessing relevant data regarding ROI is analyzed thoroughly in the article. This article can be considered relevant to the present research study as ROI is considered as the measuring index to analyze the performance of an employee

 References

Barraket, J., &Yousefpour, N. (2013). Evaluation and social impact measurement amongst small to medium social enterprises: Process, purpose and value. Australian Journal of Public Administration, 72(4), 447-458. doi:10.1111/1467-8500.12042

Carbonne, B., &Sabri-Kaci, I. (2016). Assessment of an e-learning training program for cardiotocography analysis: A multicentre randomized study. European Journal of Obstetrics & Gynecology and Reproductive Biology, 197, 111-115. doi:https://dx.doi.org.proxy1.ncu.edu/10.1016/j.ejogrb.2015.12.001

Dekoulou, P., &Trivellas, P. (2015). Measuring the impact of learning organization on job satisfaction and individual performance in Greek advertising sector.Procedia - Social and Behavioral Sciences, 175(-), 367-375. doi:10.1016/j.sbspro.2015.01.1212

Deschacht, N., &Goeman, K. (2015). The effect of blended learning on course persistence and performance of adult learners: A difference-in-differences analysis. Computers & Education, 87, 83-89. doi:https://dx.doi.org.proxy1.ncu.edu/10.1016/j.compedu.2015.03.020

Grover, R. A., & Lynn, D. (2012). Impact of collaborative leadership training on negotiation skill development. Competition Forum, 10(2), 5-14. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=s3h&AN=82608760&site=ehost-live

Hughes, S., & Scholtz, F. (2015). Increasing the impact of a business simulation: The role of reflection. International Journal of Management Education, 13, 350-361. doi:10.1016/j.ijme.2015.06.001

Iordanoglou, D., Tsakarestou, B., Tsene, L., Ioannidis, K., & Leandros, N. (2014). The                             development of an innovative leadership training programme for european young

professionals in times of Crisis1. Procedia - Social and Behavioral Sciences, 156(-2014), 102-105. doi:10.1016/j.sbspro.2014.11.128

Ismail, & Velnampy, T. (2012). Evaluation of corporate performances (cp) in public health service organizations (phso) in eastern province of sri lanka using balanced score card (bsc): A conceptual study. Annamalai International Journal of Business Studies & Research, 4(1), 55-61. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=89596923&site=ehost-live

Karlan, D., & Valdivia, M. (2011). Teaching entrepreneurship: Impact of business training on microfinance clients and institutions. Review of Economics & Statistics, 93(2), 510-527. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=60276799&site=ehost-live

Leonard-Cross, E. (2010). Developmental coaching: Business benefit -- fact or fad? an evaluative study to explore the impact of coaching in the workplace. International Coaching Psychology Review, 5(1), 36-47. Retrieved from https://search.ebscohost.com/login.aspx?direct=true&db=s3h&AN=48188707&site=ehost-live

Sørensen, S. E. (2015). Comprehensive return on investment evaluation system for local self-government training in Bosnia and Herzegovina. case: Project cycle management course. Performance Improvement, 54(1), 14-27. doi:10.1002/pfi.21449

Stuart, A. (2014). A blended learning approach to safety training: Student experiences of safe work practices and safety culture. Safety Science, 62, 409-417. doi:10.1016/j.ssci.2013.10.005

Sunardi, O., Widyarini, M., &Tjakraatmadja, J. (2012). The impact of sales forces training program to employees’ behaviour styles (A Quasi-experimental Case Study In a Medium Sized Enterprise). Procedia Economics And Finance, 4, 264-273. https://dx.doi.org/10.1016/s2212-5671(12)00341-3

vanRooij, S. W., &Merkebu, J. (2015). Measuring the business impact of employee learning: A view from the professional services sector. Human Resource Development Quarterly, 26(3), 275-297. doi:10.1002/hrdq.21211