Human resource management data were collected from 149 Irish, 201 Hong Kong, 92 Singaporean, and 144 Chinese organizations. Career patterns and training practices showed distinct differences. Irish organizations were more likely to have lower levels of career paths; their training practices suggested more new forms of careers. Fewer paths indicate…

Survey responses from 120 British local governments that achieved the Investors in People (IiP) standard for training and development indicated that most found some benefits from the award; a number of barriers were identified. Results of this and other studies suggest that it is unclear how effective IiP is for improving business performance or…

The American Camping Association offers an outdoor living skills program that promotes understanding of the natural environment and the value of minimum impact camping. The program is based on five levels and encompasses six skill areas. It can be adapted to any age group and to venues such as day camps, residential camps, outdoor education, or…

A questionnaire developed and tested with 60 public employees was used to identify four facilitating mechanisms of organizational learning: learning environment, identifying learning and development needs, meeting learning and development needs, and applying learning in the workplace. Factor analysis found 12 scales that supported these elements…

Summarizes research on how organizations implement change successfully. Focuses on five lessons for implementing and sustaining change: (1) be sure it will add value; (2) match the change process to the challenge; (3) provide management support; (4) prepare the system for change; and (5) help people align. (Contains 22 references.) (JOW)

Presents a model for calculating the return on investment in outdoor experiential training that focuses on pre- and posttraining behavior and business performance. Includes a method for converting data on turnover, absenteeism, productivity, quality, and job performance into monetary values to compute return. (Contains 54 references.) (SK)

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)

Although bus drivers, teacher assistants, secretaries, hall aides, and cafeteria workers are vital to the school organization, they are often overlooked entirely by inservice training and staff development planners. This article describes a Long Island (New York) school district's successful staff development day exclusively for nonteaching…

An Indiana school district revitalized its staff development program by initiating a peer coaching program based on the Teacher Expectations and Student Achievement (TESA) seminars. The plan featured voluntary teacher participation, compulsory administrator training, and suspension of teacher evaluation during participation in the program. (MLH)

Staff developers can plan better programs if they have some knowledge of adult learning theory and if they use principles and practices of exemplary adult education. Participants should be helped to examine their cultural and organizational assumptions. (JD)

Discusses continuing professional development for teachers in New Zealand, highlighting ultimate responsibility and individual commitment issues, benefits, mandatory versus voluntary requirements, management education program content, and several management training models (mentoring, formal courses, intensive residential courses, support groups,…

Assessed existing employment levels, supply and demand characteristics, factors affecting supply, and methods of improving supply in 82 state-federal vocational rehabilitation agencies for 31 occupational disciplines in rehabilitation services. Results suggest implications for decisions affecting manpower preparation and training. (Author/NB)

A study conducted within the Windham School System of the Texas Department of Corrections suggests that moral education might be accomplished through teaching style rather than a specific educational program. The responsibility for moral education would then be shifted from curriculum to staff development. (Author)

Describes a framework for competency-based training focused on the importance of training the person responsible for implementing staff development programs. Suggests Kolb's experiential learning model as a vehicle for instilling competencies that overcome difficulties with many traditional, single modality approaches to training. (JOW)

Outlines method for identifying worker training needs and describes empirical study of training needs of juvenile probation staff in one state. Identifies diverse set of training needs. Notes that many subject areas corresponding to needs are currently taught in schools of criminal justice, sociology, and social work. Discusses implications of…