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1.
Jeanne Farrington 《Performance Improvement Quarterly》2011,24(1):117-121
Training transfer is a key concern for organizational stakeholders, training professionals, and researchers. Since Georgenson's (1982) article on transfer, his conversational gambit that only 10% of training transfers to performance on the job has been quoted often. This estimate suggests a low level of success with training programs in general, and given its pervasiveness, it has the potential to undermine confidence in using training as an intervention. Although there is considerable evidence that learning from training can and does transfer, assessing how much of it transfers in general is far from simple. Researchers conducting recent meta‐analyses of transfer studies have illustrated some of the difficulties in assigning a general effect size for training transfer. Measuring transfer is complicated by how data are collected, from whom, at what interval from the training event, and a number of other factors. Taking those factors into account, along with existing transfer evaluation methods, training managers and instructional designers should develop protocols to define how they will conduct transfer evaluation within their organizations. 相似文献
2.
This is an exploratory study questioning progress in the shift from training to performance. A total of 62 training and performance professionals responded to a survey administered at two professional conferences, ISPI (International Society for Performance Improvement) and ASTD (American Society for Training and Development). The survey, constructed by two people admittedly keen on performance technology, queried respondents about concepts relevant to performance perspectives: analysis, solution systems, cross-functionality, customer and collegial expectations, and shared knowledge. We also inquired about perceptions of how to move their organizations beyond the status quo. Overall, organizations report that they are making progress in the transition from an emphasis on training to the concepts associated with performance technology, although room for progress remains. Bedrock human performance technology (HPT) concepts, such as analysis-first, data-driven decisions about solutions and collaboration with colleagues across the organization, are reported to be more typical aspects of organizational culture. On the other hand, customer and colleague perceptions lag, and measurement and boundarylessness are only occasionally components of the organizations described by respondents. 相似文献
3.
The study reported in this article examines the effects of training, feedback, and on–the–job coaching on the quality of staff performance. Forty staff members in three units of a psychiatric hospital were trained in a new system for writing patient progress notes. Initial training (Training 1) included a) establishing the importance of progress notes, b) rules and format for good notes, and c) examples of properly written notes. Training 1 resulted in slight improvement in performance over baseline. A second training program (Training 2), including examples and non–examples of well–written notes, was followed by a substantial increase in quality of staff notes. The quality of notes reached desired levels only after a feedback component was added in which the trainer posted data showing overall quality of notes and provided individual coaching to staff members regarding quality of group notes. We conclude from these results that the quality of staff performance of an organizationally significant task can be improved by a combination of training, feedback, and on–the–job coaching. Training using both examples and non–examples of properly completed tasks is superior to training using examples only. Training followed by feedback and on–the–job coaching is superior to training alone. The results support our conclusion that omitting a basic element of performance technology will yield low quality performance. 相似文献
4.
The transition of the workforce from brawn‐power to brain‐power has prompted organizations to fixate on the knowledge created by employees, managers and customers. Knowledge Management (KM) involves recognizing, documenting, and distributing the explicit and tacit knowledge resident in an organization. Although extracting, packaging, and distributing information is not new ground for human resources and training professionals, this preliminary study pursued the authors' curiosity regarding how far beyond job aids and documentation, precursors to KM, the profession has come. This initial study investigated the knowledge management practices reported by volunteer respondents and assessed readiness for knowledge management by teasing out evidence of the systems and goals associated with KM. Additionally, we sought to understand the roles professionals reported themselves to be playing in KM, with particular interest in the thought leadership provided by consulting firms and the implications of organizational culture and information technology. 相似文献
5.
With the current economic downturn and signs of an emerging recovery, executives are trying to determine how to best use their organizations' funds and resources. This may mean downsizing human resource departments and eliminating positions for training personnel. The authors offer five strategies drawn from the professional literature to survive these and future trying times: (1) align efforts with organizational missions and business goals, (2) use training only when it addresses a gap between existing and desired performance arising from a lack of requisite skill, (3) craft instructional objectives that describe exemplary job performance, (4) create sound training programs that promote learning and transfer to the job, and (5) collaborate with sponsors and other stakeholders outside the training department to promote transfer of training to the job. Training personnel who employ these strategies successfully may be able to answer executives' common question, “What have you done for me recently that matters?” 相似文献
6.
《Africa Education Review》2013,10(4):638-657
AbstractThis article emanates from a longitudinal study of the impact of a distance education programme for teacher training on graduates' job performance, in which the authors built on the findings of a previous pilot study. After using Kirkpatrick's Training Evaluation Model in a previous study, one of the authors found there to be a strong relationship between graduates' completion of the programme and their performance at school. However, the model does not probe factors that impede on transfer of learning. Quite a number of the graduate participants indicated that they were faced with this problem. In order to further probe this phenomenon, the authors fused Baldwin's Transfer of Training Model with the second level of Kirkpatrick's model by using a mixed-methods enquiry. It became clear that the organizational climate of schools has a strong influence on the transfer of learning in the workplace. Suggestions are presented on how educators and school managers can work together effectively. 相似文献
7.
Although executives in the current economic downturn have often downsized human resource, training, and performance improvement staff, five strategies can help training and performance improvement professionals survive these trying times: (1) align efforts with business goals, (2) use training to address skill gaps, (3) craft job‐focused objectives, (4) create sound training, and (5) collaborate with others to promote transfer to the job. 相似文献
8.
Mary L. Broad 《Performance Improvement Quarterly》1997,10(2):7-21
This article explores the background, current state, and emerging trends in transfer of training. Transfer of training can be denned as, ensuring full application of new skills and knowledge to the workplace. Typically, past training efforts have focused on ensuring learning by trainees, and not on supporting the transfer of that learning to performance on the job. Today's organizations recognize effective workforce performance as a strategic asset in the global competitive economy but face problems in attaining high performance. Experience of successful organizations shows that key stakeholders (managers, trainers, trainees, and others) must be closely involved in all phases of the design, development, and implementation of training and other performance improvement efforts, to achieve and maintain effective workforce performance. However, both managers and human performance professionals frequently overlook the need to gain stakeholder involvement to support full transfer of new skills to the job. A successful program in a government agency, and recommendations for transfer strategies for technology-based learning, illustrate the collaboration of stakeholders which is necessary to achieve high levels of transfer of skills to the workplace. 相似文献
9.
Maria Cseh Alexandre Ardichvili Alexander Gasparishvili Bla Krisztin Zsolt Nemeskeri 《Performance Improvement Quarterly》2004,17(2):5-27
This survey‐based study compared socio‐cultural values and perceptions of organizational culture characteristics held by more than 3,300 managers and employees in twelve business organizations in Hungary, Russia, Georgia, Kazakhstan, and the Kyrgyz Republic. Significant differences were found between the five countries on all socio‐cultural and organizational culture dimensions. The relationship between socio‐cultural values and the organizational culture perceptions was only moderately significant. The paper concludes with implications for professionals seeking to enhance organizations' performance in these countries and suggestions for further research. 相似文献
10.
HRD professionals engage in one of two potential roles—transactional or transformational. Transactional focuses attention on an activity strategy whose cornerstone is training. Transformational focuses on a results‐driven strategy that is performance‐centered‐a role that helps organizations achieve their strategic business goals and objectives. These strategies differ in their outcomes and contributions to organizations in that the former leads to training for training's sake while the latter seeks to maximize organizational performance and effectiveness. Thus, HRD professionals are challenged to choose either an activity strategy that embraces a business as usual approach or a results‐driven strategy that requires adopting a new and exciting role. 相似文献
11.
This study demonstrates how academicians and practitioners can work together on an important topic that matters to organizational performance: the pivotal role played by salespeople during new product launches. In particular, the authors present three potential interventions that training and sales managers may use to sell a new product to salespeople. The results legitimatize the critical contribution of sales training to new product sales performance and highlight the value of the partnership between training professionals and sales managers. 相似文献
12.
Andrew J. Russell 《教育心理学》1997,17(1-2):195-208
Abstract Computer‐based Training (CBT) is frequently seen as a solution for companies seeking to increase effectiveness of vocational training programmes. In this study, 257 Train Operators from London Underground's Central Line viewed a short Computer‐based Training (CBT) module. They also sat a Cognitive Styles Analysis (CSA), which measures an individual's position on two cognitive dimensions: Verbal‐Imager and Wholist‐Analytic (Riding, 1991). Analysis was then conducted on the influence on learning performance of age, cognitive style and attitude to technology. Age was found to significantly influence performance on all post‐test measures. Imagers were found to perform better on post‐test measures involving naming or identifying location of equipment than Verbalisers or Bimodals. Distribution of cognitive styles were found to be skewed on both dimensions and the implications for both CBT instruction and broader corporate considerations are discussed. 相似文献
13.
Mitchell E. Kusy 《Performance Improvement Quarterly》1988,1(2):23-30
With organizations becoming leaner during times of cost consciousness, it is becoming critical that training departments demonstrate their contributions to their bottom lines by becoming more productivity based than they have been historically. For training professionals to obtain the needed financial and organizational support of their training efforts, top management should corroborate the training function. To gain this support, training professionals have evaluation procedures available to them. My purpose for conducting this study was to determine which type of training evaluation method (reaction, learning, behavior, or results) elicited the most management support of the training function among corporate managers. I designed and distributed a case study survey instrument (TEMS) to assess the extent of this support. MBA students with management experience and non-training managers participated in the study. For both samples, the data indicated that the results evaluation format received the most support, with progressively less support for behavior, learning, and reaction evaluations, respectively. I believe that this study provides training practitioners with a mandate for demonstrating training results to top management. It further gives an accountability system for gaining management support of the training function. 相似文献
14.
Glenn Hultman 《Scandinavian Journal of Educational Research》2013,57(4):199-210
Hultman, G. 1984. Managerial Work, Organizational Perspectives, and the Training of Managers. Scandinavian Journal of Educational Research 28, 199‐210. Managers are often looked upon as men of action with an ability to promote change, but research sometimes seems to reveal the opposite. The article addresses itself to the area of planned change and the training of managers. The phenomenon of leadership and leader competence is seen in a new light by means of a discussion about the growing knowledge from research on managerial work and perspectives of organizations. It is suggested that knowledge of the work and the behavior of managers and an awareness of different organizational perspectives can promote understanding about leadership. 相似文献
15.
Lois Wright 《Performance Improvement Quarterly》2003,16(4):5-22
A persistent concern of those involved with planning, delivering, and evaluating training as well as of managers is whether training “works.” Addressing that question, this paper proposes that training must be integrated into other aspects of the organization if it is to achieve lasting results. In other words, training must be viewed within its organizational context rather than as a stand‐alone activity. Viewing training contextually raises both training implementation and training evaluation issues. From the implementation perspective, issues abound concerning the best way to link training with other parts of the organization to enhance its effectiveness. From the perspective of evaluation, the difficult issue of accountability arises: Training cannot take responsibility for things beyond its control, but it also cannot abdicate responsibility. How does shared responsibility for results work within an organization? This paper explores these issues by reviewing literature related to training in context, presenting a model for understanding training within an organizational context, and presenting practice implications for trainers. 相似文献
16.
The authors report a case study conducted with over 8,000 Samsung salespeople in the Chinese market. Using research‐oriented, evidence‐based, and systematic approaches, training professionals contributed to Samsung's business outcomes at multiple levels. The case highlights the valuable impacts of training on salespeople's behaviors and new product sales performance and provides meaningful implications for trainers as they strive to be relevant to their business partners. 相似文献
17.
Eul‐Kyoo Bae 《Performance Improvement Quarterly》2002,15(2):47-60
Despite the existence of many comprehensive and user‐friendly guides to evaluate training programs, most practitioners have had difficulty assessing training effects on corporate outcomes. Research revealed that trainees, organizational, and training‐related factors might influence the effectiveness of training in terms of organizational performance. The current study examines the effects of trainee characteristics among those factors, specifically what kind of trainee characteristics could affect training effectiveness in terms of job performance in a company. In addition, telephone surveys were conducted to aid in understanding of the reasons for leaving and high turnover of company personnel. The current and terminated employees who went through training programs in the company differed when considering previous sales experience in years and type of sales experience as trainee characteristics factors, with those still employed having a statistically higher average number of years and a higher rated type of sales experience. The current employees demonstrated higher job performance. The implications of these results on the attainment of training effectiveness as well as the selection decisions in the organization are discussed. 相似文献
18.
William J. Rothwell H. C. Kazanas Darla K. Haines 《Performance Improvement Quarterly》1992,5(1):49-69
A management job rotation (MJR) program is a planned effort to develop management trainees, supervisors, managers, or executives by placing them, for extended time spans, in new work settings within an organization. Surprisingly little research has been conducted on MJR, even though research conducted by the American Society for Training and Development with the U. S. Department of Labor indicates that instruction for experienced middle managers tends to gravitate away from formal in–house instruction to focus on mentoring, job rotation, and outside seminars. This article reviews what is known about MJR and summarizes results of a recent exploratory survey of training and development professionals about MJR practices in their organizations. 相似文献
19.
Muhammad Awais Bhatti Sharrifah Ali Mohd Faizal Mohd Isa Mohamed Mohamed Battour 《Performance Improvement Quarterly》2014,27(1):51-82
The purpose of this study is to examine the effects of individual, environmental, training design, and affective reaction factors on training transfer and transfer motivation. To determine the relationship between these factors and their influence on training transfer and to test the model, the researchers collected data from employees in the Malaysian banking sector. Structural equation modeling with Amos 16 was used to test the model and determine the relationship. The study suggested that training stakeholders should manage the training program effectively. Transfer is maximized when trainees have social support, high performance self‐efficacy, and transfer motivation. Stakeholders (e.g., trainers, trainees, supervisors, and peers) are important to the training transfer process, as are learner readiness, trainee reaction, instrumentality, and training retention. This study revealed that perceived content validity and transfer design work together and influence the trainee's performance self‐efficacy. In other words, if trainers want to improve the performance self‐efficacy level of trainees, they need to explain how the trainee can transfer the learned skills at the workplace and make sure the content of the training is similar to the actual job. The main objective of training programs is to align the employee's expertise with organizational goals. Organizations can achieve their desired objectives only when employees transfer the learned skills on the job. Unfortunately, employees often transfer only a small percentage of skills they have learned in training. To effectively manage their training programs, organizations need to identify and focus on the factors that resist effective training transfer. 相似文献
20.
《Journal of Education & Work》2012,25(3):21-42
Abstract This paper follows the path of public funds allocated to private institutions‐‐Training and Enterprise Councils (TECs)‐‐which, in turn, fund the delivery of Youth Training (soon to be replaced by Youth Credits) and Training for Work. The paper argues that the terms on which funds are allocated to TECs offers little financial incentive for TECs to support high cost, high quality training since their success and cost effectiveness is measured by indicators which take no account of the type of training provided, to whom it is provided and by whom. A TECs performance rating can only be improved if it devotes more of its resources to support for the cheapest, easiest and quickest routes to the government's set of output measures. However, this will do little to cure Britain's well‐known deficiencies in intermediate skills in occupations in which it is costly and lengthy to train. 相似文献