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| Human Resource Development… | 3 |
Author
| Bell, Alexandra | 1 |
| Enos, Michael D. | 1 |
| Kehrhahn, Marijke Thamm | 1 |
| Markward, Martha J. | 1 |
| Poell, Rob F. | 1 |
| Van der Krogt, Ferd J. | 1 |
| Wildemeersch, Danny | 1 |
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| Journal Articles | 3 |
| Reports - Research | 3 |
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| Adult Education | 1 |
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Peer reviewedPoell, Rob F.; Van der Krogt, Ferd J.; Wildemeersch, Danny – Human Resource Development Quarterly, 1999
Interviews with 96 participants indicated that employees, managers, and human-resource-development staff use different strategies to organize work-related learning networks. Choice of strategy (extended training, directed reflection, reflective innovation) was partially related to type of work (machine-bureaucratic, entrepreneurial, professional).…
Descriptors: Administrators, Corporate Education, Employees, Learning Strategies
Peer reviewedMarkward, Martha J. – Human Resource Development Quarterly, 1992
Responses from 95 managers and 127 high school students employed in service and retail jobs agreed that social competence is more important than personal competence, indicating that managers might stress social competence practices in dealing with subordinates. (SK)
Descriptors: Administrators, Employer Employee Relationship, High School Students, Interpersonal Competence
Direct linkEnos, Michael D.; Kehrhahn, Marijke Thamm; Bell, Alexandra – Human Resource Development Quarterly, 2003
This study examined how the extent to which managers engaged in informal learning, perceptions of support in the transfer environment, and level of managerial proficiency related to transfer of learning in twenty core managerial skills. The results suggested that informal learning is predominantly a social process and that managers with high…
Descriptors: Transfer of Training, Metacognition, Informal Education, Administrators
