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Abel, Amy Lui; Li, Jessica – Human Resource Development Quarterly, 2012
This study explores and advances the understanding of the corporate university phenomenon. In order to do that, a three-step approach was taken. First, a comprehensive review of the literature was undertaken to develop an aggregated view of corporate university literature. Second, a survey was developed based on the result of literature review.…
Descriptors: Corporate Education, Factor Analysis, Surveys, Literature Reviews
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Williams, Saundra Wall – Human Resource Development Quarterly, 2001
Subject matter experts have knowledge and experience to be technical trainers, but they may require training in adult learning theory and teaching methods. Research on trainer effectiveness is needed to identify ways to improve the use of subject matter experts as trainers. (Contains 26 references.) (SK)
Descriptors: Corporate Education, Teacher Effectiveness, Technical Education, Trainers
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McLinden, Daniel J.; And Others – Human Resource Development Quarterly, 1993
The impact of training in a tax specialty was measured at an accounting firm through a pretraining self-report, class observation, interviews, questionnaires, one-year monitoring of job performance, and calculation of return on investment. Results showed that training had a substantial positive financial impact. (SK)
Descriptors: Accounting, Corporate Education, Cost Effectiveness, Educational Economics
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Brinkerhoff, Robert O.; Montesino, Max U. – Human Resource Development Quarterly, 1995
Of a group of 91 trainees, 35 had a pretraining expectations discussion and posttraining follow-up with their managers and 35 did not. Those who received management support had significantly higher transfer and a more positive perception of the forces in the work environment encouraging transfer. (SK)
Descriptors: Corporate Education, Expectation, Feedback, Supervisors
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Poell, 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
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Hanover, Jeanne M. B.; Cellar, Douglas F. – Human Resource Development Quarterly, 1998
A workshop on diversity issues and training was attended by 99 middle managers. Compared to 51 controls, attendees rated diversity practices and their use of them higher. The social environment indirectly affected ratings but the work environment did not. (SK)
Descriptors: Attitude Change, Corporate Education, Management Development, Social Environment
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Watkins, Karen E.; Ellinger, Andrea D.; Valentine, Thomas – Human Resource Development Quarterly, 1999
Evaluation of an innovative approach to organizational change using managers as instructors included a survey of 266 of the managers. Factor analysis of their responses showed that support for the innovation was contingent upon their belief that it was consistent with their role, that their power will be enhanced, and that the time required is…
Descriptors: Administrator Role, Change Strategies, Corporate Education, Innovation
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Garrick, John – Human Resource Development Quarterly, 1998
An interpretive study of two practitioners on construction sites uses postmodern and critical perspectives as counterpoints. The study investigated why informal learning is a current focus in human resource development, how informal learning is defined, and contested notions of industrial relations and training. (SK)
Descriptors: Corporate Education, Foreign Countries, Human Resources, Informal Education
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Vance, Charles M.; Ring, Peter Smith – Human Resource Development Quarterly, 1994
Using an instructional systems development approach, ways to prepare the host country workforce for the assignment of an expatriate manager are discussed. The model is based on a number of perspectives: exchange theory, participatory management, corporate social responsibility, communication theory, and strategic human resource planning. (SK)
Descriptors: Administrators, Corporate Education, Cross Cultural Training, Cultural Awareness
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Stern, Sam; And Others – Human Resource Development Quarterly, 1992
A two-year study of creativity in Japanese companies concluded that human resource development policy and education/training can influence corporate creativity through promotion of information movement and selective acquisition of diverse stimuli. (Reactions to Stern's study by Torrance and Johnson are included.) (SK)
Descriptors: Corporate Education, Creativity, Foreign Countries, Information Dissemination
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Rouiller, Janice Z; Goldstein, Irwin L. – Human Resource Development Quarterly, 1993
After a 9-week training course, 102 manager trainees in a fast-food chain were assigned to restaurants. Those assigned to units having positive organizational transfer climate (measured by situational cues and consequences) were rated as better performers. Climate affected the degree to which learned behavior was transferred to the actual job. (SK)
Descriptors: Corporate Education, Feedback, Food Service, Job Performance