In the master's thesis, we discuss workplace learning and e-learning. The theoretical part of the master's thesis is divided into three parts. In the first part, we presented professional definitions of workplace learning, forms of workplace learning and the purposes for which employees decide to learn at work. In the second part, we focused on e-learning. We professionally defined e-learning, described the communication methods in e-learning, technologies and learning approaches, as well as the advantages and limitations of e-learning. In the third part, we presented the internal and external factors of e-learning in the company - materials, support, and technological capabilities.
The empirical part of the master's thesis was devoted to researching the organization of workplace learning and e-learning in the selected company. We interviewed two education organizers and eight company employees. We have found that in the selected company, the latter attach great importance to workplace learning, since in certain workplaces, training according to certain guidelines and processes is a requirement for executing work. Employees get educated through organized and structured in-person workshops along with e-learning because they want to develop professionally, acquire soft skills, or are getting inaugurated to a new workplace.
We found that the chosen company offers synchronous and asynchronous forms of communication in e-learning. Since employees make different decisions and participate in e-training, they pay a lot of attention to the preparation of materials for both, mandatory and additional training. All materials and scheduled e-learning courses are available in the contracted system for managing learning in the education module. Technical and professional support is available to employees in case of problems with the learning management system or in case of content questions. We also found that only a small number of employees does e-learning through open online programs, as the range of e-learning is too extensive and poorly promoted. They also scarcely use mobile learning. They are more suited to the principle of microlearning, because it enables a better focus in e-learning. Still, despite all the advantages that e-learning brings, employees often miss in-person training and personal contact.
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