Does Technological Accessibility to Distance Learning Correlate with the Development of Human Capital in the Workplace?
Abstract
Education ought to be the human right of every citizen, rather than being a privilege; owing to its capability to transform the economy, and encourage social development and global sustainability (Ayoko, Orifah, Kehinde & Orifah, 2024). Due to the complexity of information asymmetry and its incorporation into the ecosystem, the zeal to acquire and adopt relevant knowledge has formed the major determinant of human capital development. Therefore, this study delves into the technological accessibility of distance learning and how it impacts the development of human capital. While adopting the descriptive survey research method in this inquiry, data generated through a well-structured questionnaire set from a population of 6879 personnel drawn from the civil service of the 5 South-eastern states of Nigeria were utilised, out of which, 362 were sampled using Krecjie and Morgan's 1970 sample size determination formula. Both descriptive (table, mean, and frequencies) and inferential (Regression Analysis using Ordinary Least Square Method) statistics were used to test the gathered data. The findings showed a statistically significant relationship between human capital development and the accessibility of distant learning. Highlighting remote learning's strategic potential as a tool for developing human capital, particularly in the public sector. Also, workplaces can raise staff skills, productivity, and general performance by providing easily available and flexible training possibilities, thereby supporting institutional efficiency and national development.
References
[2] Adelowotan, M. O. (2014). Human Capital Development (HCD) through Open, distance and e-learning: evidence from corporate annual reports (CARs) of top South African listed companies. Turkish online journal of distance education (TOJDE), 15(3).
[3] Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management Determinants, 63(3), 308–323. https://doi.org/10.1108/09574090910954864
[4] Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management Determinants, 63(3), 308–323. https://doi.org/10.1108/09574090910954864
[5] Armstrong, M., & Taylor, S. (2017). Armstrong’s Handbook of Human Resource Management Practice (14th ed.). Kogan Page.
[6] Ayoko, V. O., Orifah, V., Kehinde, O., &Orifah, f. T. (2024). Open, distance and e-learning: a panacea for human capital development, World Scientific News 190(2) (2024) 285-296.
[7] Bergamin, P. B., Ziska, S., Werlen, E., &Siegenthaler, E. (2012). The relationship between flexible and self-regulated learning in open and distance universities. The International Review of Research in Open and Distributed Learning, 13(2), 101-123. https://doi.org/10.19173/irrodl.v13i2.1124
[8] Bergamin, P., Ziska, S., &Groner, R. (2010). Structural equation modelling of factors affecting success in student’s performance in ODL-programs: Extending quality management concepts. Open Praxis, 4(1), 18-25.
[9] Bontis, N., & Fitz-enz, J. (2012). Intellectual capital ROI: A causal map of human capital antecedents and consequents. Journal of Intellectual Capital. 8(5), 23-45.
[10] Donohoe, A. (2019). Employee \performance definition. Bizfluent.com
[11] Eyikorogha, Q., &Agullah, A. O. (2021). An Assessment of the Effect of Human Capital Development on Employee Performance: A Study of Kaduna State Media Corporation. International Journal of Public Administration and Management Research (IJPAMR), 7(3).
[12] Federal Ministry of Education (FME) (2012). The FME 10-Year Strategic Plan for Nigeria Abuja: Federal Ministry of Information.
[13] Jegede, O. (2012). “The Role of Open and Distance Learning in Achieving Vision 20-2020 (Through 7-Point Agenda, MDGS, EFA Goals and NEEDS-2)”- A Lead Paper at the 2-Day Advocacy Workshop on Open and Distance Learning in Nigeria organized by the Federal Ministry of Education.
[14] Kariippanon K. E., Cliff D. P., Lancaster S. J., Okely A. D., & Parrish A.-M. (2019). Flexible learning spaces facilitate interaction, collaboration and behavioural engagement in secondary school. PLOS ONE, 14(10), e0223607. https://doi.org/10.1371/journal.pone.0223607
[15] Kelvin-Iloafu, L.E., Monyei, F.E., Ukpere, W.I., Obi-Anike, H.O., & Onyekwelu, P.N. (2023). The impact of human capital development on the sustainability and innovativeness of deposit money banks' workforces. Sustainability, 15(14), 2071-1050.
[16] Kim, H. J., Hong, A. J., & Song, H.-D. (2019). The roles of academic engagement and digital readiness in students’ achievements in university e-learning environments. International Journal of Educational Technology in Higher Education, 16(21). https://doi.org/10.1186/s41239-019-0152-3
[17] Kokoc, M. (2019). Flexibility in e-learning: modelling its relation to behavioural engagement and academic performance. Themes in elearning, 12, 1-6.
[18] Leo, V. (2004). “Accessibility on the Internet”, report of the Secretary-General, “Implementation of the world programme of action concerning disabled persons”, (United Nations document A/54/388/Add.1). available [online] at: http://www.un.org/esa/socdev/enable/disacc00.htm,
[19] Li, K. C., & Wong B. Y. Y. (2018). Revisiting the definitions and implementation of flexible learning. In K. Li, K. Yuen & B. Wong (Eds.), Innovations in Open and Flexible Education (pp. 3-13). Singapore: Springer.
[20] Monyei, F. E., Aiyelabegun, H. T., Kelvin-Iloafu, L. E., & Ukpere, W. I. (2023). Strategy Sustainability of Small and Medium-Sized Ventures in the 4IR and Post-Covid-19 Era. Onomázein, (62 (2023): December), 1258-1273.
[21] Monyei, F. & Ukpere, W. (2024). Talent management and workforce commitment: A telecom sector perspective. Educational Administration: Theory and Practice, 156-166.
[22] Naidu, S. (2017). How flexible is flexible learning, who is to decide and what are its implications? Distance. Education, 38, 269- 272. https://doi:10.1080/01587919.2017.1371831
[23] Nwalia, N.J., Arachie, A.E., Monyei, E.F. & Ukpere, I.W. (2024). Distance learning as a mechanism for knowledge acquisition and utilisation. Educational Administration: Theory and Practice. 30(11), 1151-1158. Doi: 10.53555/kuey.v30i11.9104
[24] Nwajei, B. C., &Egbule, A. C. S. (2024). Human Capital Development and Performance of Breweries in Nigeria. Africa and Asia Journal of Social and Management Sciences, Humanities, Education and Legal Studies (AAJSMSHEL), 6(1).
[25] Nwogbo, D.C (2013). Open And Distance Learning (ODL), Human Capital Development And The Challenge Of Realizing Vision 20:2020. International Journal of Research in Arts and Social Sciences, 5(0).
[26] Obi-Anike, H. O., Igwe, A. A., Monyei, F. E., Kelvin-Iloafu, L. E., Nnabugwu, O. C., & Ukpere, W. I. (2023). Skill acquisition and talent engagement as sustainability factors of safety net schemes and poverty eradication. Onomázein, 62, 1070-1091.
[27] Ofoha, D. (2012). Contribution of Open and Distance Learning Programmes to Human Capacity Development: the Case of the Primary Education Programme of the National Open University of Nigeria. Makerere Journal of Higher Education ISSN: 1816-6822; 3(2) (2012) 123 – 139
[28] Olusola, O. L. (2019). Open and Distance Learning (ODL) as an Innovation in Education and a panacea for National Development. Prestige Journal of Education, 2(6).
[29] Onwumelu, O. P., &Dialoke, I. (2018). Impact of Human Capital Development on Employee Performance: A Study of Selected Oil Service Firms in Rivers State, Nigeria. International Journal of Social Sciences and Management Research, 4(3).
[30] Paul, A., &Anantharaman, R. (2013). Impact of People Management Practices on Organizational Performance. International Journal of Human Resource Management, 14, 1246-1266
[31] Pradhan, R. K., & Jena, L. K. (2017). Employee Performance at Workplace: Conceptual Model and Empirical Validation. Business Perspectives and Research, 5(1), 69–85. https://doi.org/10.1177/2278533716671630
[32] Pradhan, R. K., & Jena, L. K. (2017). Employee Performance at Workplace: Conceptual Model and Empirical Validation. Business Perspectives and Research, 5(1), 69–85. https://doi.org/10.1177/2278533716671630
[33] Szenberg, M., Ramrattan, L., & Gottesman, A. O. (2006). Economics and the Twenty-First Century (eds.), New York: Oxford University Press, pp. 88-98.
[34] Temple, O. A. (2018). Effect of training on Employee performance. Academy of Management Review, 15(1), 22-40.
[35] Udoudo, S. P., Ebito, I. N., &Ubom, U. B. (2018). Human Capital Development and Employee’s Performance in Manufacturing Companies in Nigeria. Journal of Business and Economics, 9(6), 543-554 DOI: 10.15341/jbe(2155-7950)/06.09.2018/009
[36] Wright, P. (2013). Human resources and the resource-based view of the firm. Journal of Management, 27, 701-72 1.DC) - 10.10 16/SO 149-2063(01)00120-9
Copyright (c) 2025 Review of Applied Socio-Economic Research

This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
Copyright ©2019 Pro Global Science Association
All rights reserved. No part of this publication may be reproduced, stored, transmitted or disseminated, in any form, or by any means, without prior written permission from Pro Global Science Association, to whom all requests to produce copyright material should be directed, in writing.