On-the-job training (OJT) is the most frequently used training method in industry. This OJT is mostly unstructured. While off-job-site training (OJST) should prepare for or supplement OJT, coordination between OJT and OJST is often poor. Advantages of OJT include its low cost, realistic nature, and motivating force. However, it is usually unplanned and must take a secondary place to production. Most books on industrial training describe a four-step method of conducting OJT. Although military OJT is more structured, it has many of the same problems as civilian OJT. Social learning theory, which has been developed to describe and predict how people learn from observation of models, can yield a number of rules for optimal training conditions. However, use of social learning theory as a technique for training and modifying behavior has been studied mostly outside of industrial settings. Social learning theory has been applied to industry in two ways: to teach managers to deal more effectively with human relations problems and to predict which subordinates will imitate the behavior of their supervisors. Social learning theory concepts and training methods appear feasible for application to OJT. (Twenty training principles derived from the theory, for use in structured OJT, are presented.) (MN)
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Human Resources Research Organization, Alexandria, VA.
Bureau of Mines (Dept. of Interior), Washington, DC.