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| Corporate Education | 3 |
| Work Environment | 3 |
| Administrators | 1 |
| Attitude Change | 1 |
| Employees | 1 |
| Expectation | 1 |
| Feedback | 1 |
| Learning Strategies | 1 |
| Management Development | 1 |
| Networks | 1 |
| Social Environment | 1 |
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| Human Resource Development… | 3 |
Author
| Brinkerhoff, Robert O. | 1 |
| Cellar, Douglas F. | 1 |
| Hanover, Jeanne M. B. | 1 |
| Montesino, Max U. | 1 |
| Poell, Rob F. | 1 |
| Van der Krogt, Ferd J. | 1 |
| Wildemeersch, Danny | 1 |
Publication Type
| Journal Articles | 3 |
| Reports - Research | 3 |
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Peer reviewedBrinkerhoff, Robert O.; Montesino, Max U. – Human Resource Development Quarterly, 1995
Of a group of 91 trainees, 35 had a pretraining expectations discussion and posttraining follow-up with their managers and 35 did not. Those who received management support had significantly higher transfer and a more positive perception of the forces in the work environment encouraging transfer. (SK)
Descriptors: Corporate Education, Expectation, Feedback, Supervisors
Peer reviewedPoell, Rob F.; Van der Krogt, Ferd J.; Wildemeersch, Danny – Human Resource Development Quarterly, 1999
Interviews with 96 participants indicated that employees, managers, and human-resource-development staff use different strategies to organize work-related learning networks. Choice of strategy (extended training, directed reflection, reflective innovation) was partially related to type of work (machine-bureaucratic, entrepreneurial, professional).…
Descriptors: Administrators, Corporate Education, Employees, Learning Strategies
Peer reviewedHanover, Jeanne M. B.; Cellar, Douglas F. – Human Resource Development Quarterly, 1998
A workshop on diversity issues and training was attended by 99 middle managers. Compared to 51 controls, attendees rated diversity practices and their use of them higher. The social environment indirectly affected ratings but the work environment did not. (SK)
Descriptors: Attitude Change, Corporate Education, Management Development, Social Environment


