What do you do when employees want sustained, in-person, dialogic learning opportunities, but the realities of their work prevent participation in such learning events? Microlearning can offer an important solution to this conundrum but also requires careful navigation between design recommendations, learner preferences, learning objectives tied…

By the year 2025, 75% of the workforce will consist of Generation Y (Kim, 2017). With the major shift in the workforce, organizations must consider the different learning styles and expectations of the Y generation, as compared to the previous, dominant generations (Tulgan, 2009). In order to determine if there is a difference in short-term and…

Purpose: The purpose of this quantitative study was to determine the degree of effectiveness and preferences as it related to various computer-based training (CBT) and instructor-based training (IBT) types as perceived by baby boomer, Generation X, and millennial generational Space and Naval Warfare Systems Center Pacific (SSC Pacific) employees…

Much of the relevant literature in the domains of leadership development, succession planning, and cross-generational issues that discusses learning paradigms associated with emerging generational cohorts has been based on qualitative research and anecdotal evidence. In contrast, this study employed quantitative research methods using a validated…

Purpose: This study aims to contribute to current research on team learning patterns. It specifically addresses some negative perceptions of the job performance learning pattern. Design/methodology/approach: Over a period of three years, qualitative and quantitative data were gathered on pilot learning in the workplace. The instructional modes…