Informal workplace learning is an essential part of lifelong learning. In recent years, digital technology has come to play an increasingly important role in enabling informal learning at work through various tools and resources. However, as little empirical research exists on informal learning in this context, more knowledge of digital work…

Work-integrated learning (WIL) is widely used to connect students with the world of work and authentic industry practices. WIL research and practice is primarily focused on the benefits to students and universities, whilst the value of WIL to partner organisations remains relatively underexplored. This study takes an industry, government and…

Under contemporary highly competitive markets, organisations are demanding that any investment in learning be converted into productive outcomes that rapidly progress the organisation towards pre-defined strategic goals. A customised work-integrated learning curriculum has the potential to achieve such productive outcomes because it allows…

In search of methods that improve the efficiency of teaching and training in organizations, several authors point out that mass customization (MC) is a principle that covers individual needs of knowledge and skills and, at the same time limits the development costs of customized training to those of mass training. MC is proven and established in…

Defines the learning company as an organization that facilitates the learning of its members and continually transforms itself in order to meet strategic goals. Supports the concept with a study of personnel directors in eight public and private organizations in the United Kingdom. Proposes guidelines for developing learning companies. (SK)

Themes of the 1980s affecting human resource development (HRD) include customer service, the total organization, lack of definition of the field, the bottom line, globalization, and workforce productivity. Future directions include defining the field, the learning organization, and the size of the HRD operation in an organization. (SK)

Argues that adult education discourse about the workplace uncritically adopts management perspectives and pays inadequate attention to gender and power issues. States that understanding gender as an organizing principle provides insights into these issues that can be applied to organizational change. (SK)

Human resource development is more than training; it fosters the ability to see the big picture--the organization's place in the global environment--and the ability to change in response to environmental changes. (SK)

Review of six studies of managers showed that much learning resulted from such factors as challenging job assignments, peer/supervisor relationships, community learning, family upbringing, life experiences, and organizational environment. Viewing humans merely as resources for economic development and ignoring this informal learning are neither…

The systems model of team learning grew out of a case study of one company. The model's four phases are fragmented, pooled, synergistic, and continuous learning. (SK)