Enhancing staff orientation and training with virtual reality : current practices and future opportunity
Dulanji, Senanayaka Arachchilalage (2025)
2025
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2025110226865
https://urn.fi/URN:NBN:fi:amk-2025110226865
Tiivistelmä
The virtual reality (VR) was explored because of the potential of the solution to improve staff orientation and training with the qualitative research approach based on the philosophy of the interpretivist, inductivist, and exploratory design. The study was done during October 2024 and September 2025, covering the latest VR practices, future opportunities, and challenges in the context of the thematic analysis of data available in the form of seven expert interviews (four face-to-face, three mediated by the internet) of VR professionals and HR professionals, and two focus groups with six future job applicants.
Based on the Technology Acceptance Model (TAM) results showed that the VR offered more realistic simulations, enhancing the effectiveness of the training process and reducing the risks across different industries. The participants highlighted the potential of VR in terms of personalized, scalable, and sustainable training and applications, and predicted that AI to increase flexibility and international applicability. But, initial high prices, motion sickness, access challenges among various teams, compatibility with the software, and organizational opposition were found as barriers to integration. The paper provided extensions to TAM, adding immersion, gamification, and personalization to the list of factors influencing VR adoption to the body of digital transformation in human resource management (HRM). Empirical suggestions were based on hybrid training types that mentioned VR and traditional training to maximize inclusiveness and hardware ergonomics.
They have been limited by a small sample (focused on Finland) and the use of self-reported data, limiting the generalizability despite strong triangulation and ethical rigor. It was recommended that future studies should consider bigger, more diverse samples, quantitative measures, and other complementary technologies, such as augmented reality (AR), to further prove the role of VR in HRM. The paper has highlighted the potential of VR to revolutionize the orientation and training of staff and provide areas of technological and organizational enhancement.
Based on the Technology Acceptance Model (TAM) results showed that the VR offered more realistic simulations, enhancing the effectiveness of the training process and reducing the risks across different industries. The participants highlighted the potential of VR in terms of personalized, scalable, and sustainable training and applications, and predicted that AI to increase flexibility and international applicability. But, initial high prices, motion sickness, access challenges among various teams, compatibility with the software, and organizational opposition were found as barriers to integration. The paper provided extensions to TAM, adding immersion, gamification, and personalization to the list of factors influencing VR adoption to the body of digital transformation in human resource management (HRM). Empirical suggestions were based on hybrid training types that mentioned VR and traditional training to maximize inclusiveness and hardware ergonomics.
They have been limited by a small sample (focused on Finland) and the use of self-reported data, limiting the generalizability despite strong triangulation and ethical rigor. It was recommended that future studies should consider bigger, more diverse samples, quantitative measures, and other complementary technologies, such as augmented reality (AR), to further prove the role of VR in HRM. The paper has highlighted the potential of VR to revolutionize the orientation and training of staff and provide areas of technological and organizational enhancement.