University of Oulu

Rassameethes, B., Phusavat, K., Pastuszak, Z., Hidayanto, A. N., & Majava, J. (2021). From training to learning: Transition of a workplace for industry 4.0 [JB]. Human Systems Management, 40(6), 777–787. https://doi.org/10.3233/HSM-211533

From training to learning : transition of a workplace for industry 4.0

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Author: Rassameethes, Bordin1; Phusavat, Kongkiti1; Pastuszak, Zbigniew2;
Organizations: 1Kasetsart University, Thailand
2Maria Curie-Sklodowska University, Poland
3Universitas Indonesia, Indonesia
4Oulu University, Finland
Format: article
Version: accepted version
Access: open
Online Access: PDF Full Text (PDF, 0.2 MB)
Persistent link: http://urn.fi/urn:nbn:fi-fe202201101674
Language: English
Published: IOS Press, 2021
Publish Date: 2022-01-10
Description:

Abstract

Background: Transition into Industry 4.0 has had many significant impacts. Customization symbolizes leanness, flexibility, adaptability, and agility. A business operator needs to recognize the factors that contribute to better utilization of the talents of its workforce and more effective workplace learning.

Objective: The study aims to provide a construct which highlights effective workplace learning. In this context, a construct represents a broad view of various interrelated ideas and concepts which can point to academic and practical implications.

Methods: The study applies action research which is suitable when observing a transformative change. The study intends to observe and notice how the environmental factors have changed and try to predict their impacts on human capital development. To help verify the suitability of these impacts, a comparison with similar studies or findings is made. Focuses on literature reviews which look at the impacts from Industry 4.0 (on a need to tackle the waste of the talents in a workplace), recent developments of learning (on an emerging importance of informal learning), and survey’s data (on a shift in a workplace’s expectation on the workers).

Results: Workplace learning has gradually replaced training and education. The proposed construct can help tackle the underutilization of the talents in a workplace as the workers are nowadays expected to perform the tasks and learn at the same time.

Conclusions: Sustaining learning in a workplace needs to understand behavior, motivation, emotion, and workplace engagement. Informal learning, which reflects the individualization of learning, can enable an organization to deal with workplace learning.

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Series: Human systems management
ISSN: 0167-2533
ISSN-E: 1875-8703
ISSN-L: 0167-2533
Volume: 40
Issue: 6
Pages: 777 - 787
DOI: 10.3233/HSM-211533
OADOI: https://oadoi.org/10.3233/HSM-211533
Type of Publication: A1 Journal article – refereed
Field of Science: 222 Other engineering and technologies
Subjects:
Copyright information: © 2021 IOS Press. The definitive and edited version of this article is published in https://doi.org/10.3233/HSM-211533.