Transfer of training is a core issue for the human resource development (HRD) industry, for both researchers and practitioners. If corporate training knowledge transfer fails to happen, then employee performance does not improve thus adversely impacting organizational performance. The impact of post-learning interventions on increasing the…

The corporate education system is implemented through sequential and step-by-step in-company e-training based on integrity of goals, objectives, functions, learning technologies, and content structure of the training material, which add flexibility and vitality to the entire learning process with an advanced reflection of reality. The definition…

Involvement in a number of action-learning programmes and associated development opportunities has led the Professional Development Centre Limited to question the relevance of a strict adherence to the "rules" of action learning as described by Reg Revans. A deliberate focus of one such programme to a financial services organisation…

This empirical study investigated the impact of organizational training on employee commitment focusing on employees' emotional and affective responses towards their organization. Organizational training is conceptualized within a multidimensional framework consisting of motivation for training, access to training, benefits from training and…

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…

In spite of the expectations that exist regarding efforts to develop competence and in spite of the large amounts of resources devoted to it, there is a marked lack of empirically-based research on competence development in companies and other organizations. The purpose of this article is to present a review of research on strategies for…

The Sloan Pillars have set the standard for university-wide online learning program assessment for more than a dozen years. In this paper, the authors propose the extension of the Pillars to corporate e-learning, offering an alternative to traditional enterprise learning assessments. Claiming that conventional methods stress individual courses or…

Discusses how organizations--not individuals--learn, new ways to learn, and how training fits into the picture. Suggests that training needs to be redefined to support the forces and methods that favor spontaneous learning. Describes how trainers can work with middle managers to reach their goals. (JOW)

A new breed of executive is emerging, the chief learning or knowledge officer who is in charge of organizing, capturing, and cataloging a company's collective knowledge. That the position exists is evidence of the growing recognition that intellectual capital is a company's most significant asset. (JOW)

Purpose: The purpose of the paper is to explore individual and collective workplace learning and the connections between them in the contemporary industrial work. Design/methodology/approach: Two case studies were carried out in the Finnish package-supplier sector. The research methods applied were standardized observations and qualitative…

After an absence of 10 years, strategic planning has returned as a prime management issue. New attitudes, new approaches, and new players have emerged with new practices. A good strategy can make a company more attractive to customers and investors as well as a better place to work. (JOW)

A conceptual framework based on knowledge management, learning organizations, and organizational learning is used to develop a model of the ideal corporate university, a human resource development strategy that includes four interrelated core processes: knowledge systems and processes, networks and partnerships, people processes, and learning…

Offers a step-by-step guide to conducting an assessment to determine whether your company has the characteristics of a learning organization. Includes a list of learning organization assessment instruments that identifies author, learning level, content areas, and methodology used. (JOW)

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)

Focus group discussions with 50 human resource development professionals elicited their opinions on the following: what is a learning organization, what distinguishes organizational from individual learning, what role do training professionals play. Although some clarification was achieved, many thought it essential to the nature of learning…