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Workplace Climate and Peer Support as Determinants of Training Transfer
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Martin, Harry J. – Human Resource Development Quarterly, 2010
Although billions of dollars are spent annually on training and development, much about the transfer processes is not well understood. This study investigated the interaction of workplace climate and peer support on the transfer of learning in a corporate field setting. Supervisor ratings of performance on several skill dimensions were obtained…
Descriptors: Organizational Climate, Work Environment, Transfer of Training, Trainees
Goal Orientation, Learning Self-Efficacy, and Climate Perceptions in a Post-Acquisition Corporate Context
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Potosky, Denise – Human Resource Development Quarterly, 2010
The present investigation offers some insight for human resource development (HRD) practitioners and researchers focused on helping employees pursue learning goals as they adapt to organizational changes. Using a repeated measurement over a five-year time period, this study examined goal orientation, learning self-efficacy, climate perceptions,…
Descriptors: Employees, Individual Characteristics, Self Efficacy, Job Performance
Self-Directed Learning and the Learning Organization: Examining the Connection between the Individual and the Learning Environment.
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Confessore, Sharon J.; Kops, William J. – Human Resource Development Quarterly, 1998
Defines organizational learning, learning organizations, and self-directed learning. Explores the connection between self-directed learning and learning organizations and presents implications for practice and research. (SK)
Descriptors: Educational Environment, Independent Study, Individual Development, Organizational Climate
Roles of Informal Workplace Trainers in Different Organizational Contexts: Empirical Evidence from Australian Companies
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Poell, Rob F.; Van der Krogt, Ferd J.; Vermulst, A. A.; Harris, Roger; Simons, Michele – Human Resource Development Quarterly, 2006
Informal workplace trainers help employees learn what they need to know and do in order to get their job done. Little is known about the actions of informal workplace trainers, who may be colleagues or supervisors. This study provides an empirical basis for actions undertaken by informal workplace trainers. A total of 350 Australian enterprises…
Descriptors: Qualitative Research, Job Skills, Foreign Countries, On the Job Training