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Showing 331 to 344 of 344 results Save | Export
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Newkirk-Moore, Susan; Bracker, Jeffrey S. – International Journal of Training and Development, 1998
A study of 157 small financial firms found a significant relationship between strategic management training for senior managers and the firm's level of commitment to planning, resulting in a return on investment for stockholders. (SK)
Descriptors: Banking, Management Development, Organizational Development, Outcomes of Education
Peer reviewed Peer reviewed
Hyman, Jeff; Cunningham, Ian – International Journal of Training and Development, 1998
Line managers in empowering (n=58) and nonempowering (n=37) British companies were compared. Although "empowered" managers felt better equipped to supervise, they appeared undertrained and unmotivated to develop staff. "Empowerment" was often indistinguishable from work intensification. (SK)
Descriptors: Administrators, Empowerment, Foreign Countries, Job Training
Peer reviewed Peer reviewed
Miller, Doug; Stirling, John – International Journal of Training and Development, 1998
A study of trade union education in Germany, Italy, Sweden, and the United Kingdom finds training is being adapted to meet new political and economic conditions. Significant national differences appeared in terms of legislation, funding, training, and accreditation. (SK)
Descriptors: Comparative Education, Economic Change, Foreign Countries, Labor Education
Peer reviewed Peer reviewed
Pace, R. Wayne; Regan, Les; Miller, Peter; Dunn, Lee – International Journal of Training and Development, 1998
Undergraduates were divided into four groups: 76 received training and completed the Natural Growth Goals Inventory and Organizational Learning Survey as pre- and posttests; 76 completed the NGGI only; 30 the OLS only; and 75 were trained and completed posttests. Both pretesting and training had a negative or boomerang effect on perceptions of the…
Descriptors: Beliefs, Higher Education, Individual Development, Organizational Objectives
Peer reviewed Peer reviewed
Johnson, James R. – International Journal of Training and Development, 1998
Proposes a model that links three leadership behaviors (visioning, empowerment, and leading-learning) to five stages of a learning organization (forming, developing, mature, adapting, and learning). (SK)
Descriptors: Change Agents, Leadership, Leadership Qualities, Models
Peer reviewed Peer reviewed
Straka, Gerald A. – International Journal of Training and Development, 1999
The Two-Shell Model of Motivated Self-Directed Learning was tested by examining the impact of working conditions (autonomy, competence, social integration) on a sample of 67 workers. The influence of a project group as a condition promoting self-determination was evident. (SK)
Descriptors: Adult Learning, Models, Motivation, Organizational Development
Peer reviewed Peer reviewed
O'Brien, Geraldine; Thompson, John E. – International Journal of Training and Development, 1999
Comparison of 96 Irish and 422 English, Italian, and Belgian human resource development (HRD) professionals suggested that the Irish focused on individuals whereas the others were organizationally focused. If Irish HRD professionals fail to consider organizational competencies, the development of their strategic role will be inhibited. (SK)
Descriptors: Corporate Education, Foreign Countries, Human Resources, Labor Force Development
Peer reviewed Peer reviewed
Chaston, Ian; Badger, Beryl; Sadler-Smith, Eugene – International Journal of Training and Development, 1999
A study of 168 small British manufacturing firms showed that, as they moved from single- to double-loop learning, they adopt more formalized organizational learning methods, such as systems for the management and dissemination of knowledge across the work force. (SK)
Descriptors: Adult Learning, Cognitive Style, Foreign Countries, Manufacturing Industry
Peer reviewed Peer reviewed
Parker, Simon C.; Coleman, James – International Journal of Training and Development, 1999
Comparison of 705 British-owned and 99 foreign-owned companies found no differences in the intensity of training, but foreign-owned firms trained significantly more employees and provided higher-quality training. "Poaching" of trained labor was not considered a major problem. (SK)
Descriptors: Business Administration, Business Responsibility, Foreign Countries, Training
Peer reviewed Peer reviewed
Smith, Erica – International Journal of Training and Development, 1999
A 1995 Australian study found adoption of competency-based training (CBT) in technical and further education was much slower than planned. A 1997 study revealed wide variation in CBT implementation. Over 10 years the system is becoming workable but it is not yet evident whether it is improving the skills of the work force. (SK)
Descriptors: Accreditation (Institutions), Competency Based Education, Foreign Countries, Outcomes of Education
Peer reviewed Peer reviewed
Kellie, Deborah – International Journal of Training and Development, 1999
Examples from road construction, mining, and other Australian industries show that the corporate sector has responded slowly to the introduction of a national framework for competency-based training. As industry bears more of the costs of training, it has yet to see returns in terms of productivity gains. (SK)
Descriptors: Competency Based Education, Corporations, Foreign Countries, Industry
Peer reviewed Peer reviewed
Matlay, Harry – International Journal of Training and Development, 1999
Surveys of British businesses over 12 years identified awareness, understanding, and implementation of National Vocational Qualifications/Scottish Vocational Qualifications. Despite high awareness, understanding was impaired by lack of information. The system has had limited impact on economic competitiveness and its value and significance to the…
Descriptors: Employer Attitudes, Foreign Countries, Job Skills, Job Training
Peer reviewed Peer reviewed
Burchell, Helen; Westmoreland, Susan – International Journal of Training and Development, 1999
Use of a competency-based framework for initial teacher training in Britain was studied in one institution. Students felt that both competency-based training and reflection on practice generated self-assessment and monitoring. However, time pressures in implementing competence frameworks sometimes limited opportunities for reflection. (SK)
Descriptors: Competency Based Education, Foreign Countries, Higher Education, National Standards
Peer reviewed Peer reviewed
Goodwin, John; Hills, Katharine; Ashton, David – International Journal of Training and Development, 1999
Depicts the following aspects of training and development in the United Kingdom: public-policy strategy and infrastructure, corporate policies and strategies, organization and delivery of training, the training and development profession, and trends in the use of training. (SK)
Descriptors: Employment Practices, Foreign Countries, Public Policy, Staff Development
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