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Sweta Singh; Chetan Chitre – Journal of Workplace Learning, 2025
Purpose: This paper aims to further the understanding of the motivation to learn (ML) among an organisation's older cohort of employees. It is proposed that age diversity climate (ADC) will positively impact ML by improving employees' subjective age (SA) perception. Such a climate will indicate that the organisational climate is fair and inclusive…
Descriptors: Foreign Countries, Employees, Employee Attitudes, Age Differences
Tsareva, Natalia A.; Boldyhanova, Vera A. – Journal of Educational Psychology - Propositos y Representaciones, 2020
The current socio-economic situation creates similar conditions and rules for companies in various industries around the world.in this vein, the study and educate the retention factors of the company are of a great importance. The task of staff productivity increase and the overall effectiveness of its activities is relevant. The most important…
Descriptors: Labor Turnover, Employees, Industry, Productivity
Warner, Robert P.; Godwin, Mary; Hodge, Camilla J. – Journal of Outdoor Recreation, Education, and Leadership, 2021
Every year, nearly one million staff work seasonally at summer camps. Although little research has investigated staff experiences compared to campers' experiences, literature does exist. Understanding the breadth and depth of this literature is an important way to guide future investigations and employment practices regarding seasonal summer camp…
Descriptors: Summer Programs, Camps, Work Environment, Experience
Cox, Susan Michelle – ProQuest LLC, 2014
This research examines corporate diversity programs and initiatives from the perspective of the self-described diverse employee because they are intended to be the recipient of the benefits of diversity programs and initiatives. The research question is: In what ways have self-described diverse employees found that the diversity programs in their…
Descriptors: Employees, Employee Attitudes, Cultural Awareness, Work Environment
Gullo, Krista; Haygood, Leah – National Environmental Education Foundation, 2010
This white paper examines the business case for environmental and sustainability (E&S) employee education and engagement. The "business case" is defined as both quantifiable measures of the business value for the sustainability program (e.g. money saved, energy use reduction, etc.) as well as less easily measurable assets such as…
Descriptors: Cost Effectiveness, Best Practices, Economic Factors, Employees
Kyndt, Eva; Dochy, Filip; Michielsen, Maya; Moeyaert, Bastiaan – Vocations and Learning, 2009
In this continuously changing contemporary economy, companies have to be able to anticipate technological innovations and to compete with other companies worldwide. This need makes important a company's ability to evolve through its employees' learning and through continuous development. Securing and retaining skilled employees plays an important…
Descriptors: Employees, Persistence, Workplace Learning, Interviews
Gullo, Krista; Haygood, Leah – National Environmental Education Foundation, 2009
When the modern U.S. environmental movement began in the 1970s, it relied largely on regulation to reduce negative environmental impacts. Companies responded by creating centers of environmental expertise within their organizations. The major focus of a second wave of corporate environmentalism, which began during the late 1980s, was on…
Descriptors: Employees, Environmental Education, Case Studies, Surveys
Rowold, Jens; Hochholdinger, Sabine; Schilling, Jan – Learning Organization, 2008
Purpose: Although proposed from theory, the assumption that career-related continuous learning (CRCL) has a positive impact on subsequent job performance has not been tested empirically. The present study aims to close this gap in the literature. A model is derived from theory that predicts a positive impact of CRCL, learning climate, and initial…
Descriptors: Employees, Job Performance, Lifelong Learning, Program Effectiveness
Marsick, Victoria J. – 1986
A model on learning that occurs in the workplace is discussed. Two theoretical frameworks are explored: multiple learning domains and action science. Four examples that reflect some of the characteristics of the new paradigm for learning in the workplace are included. The examples concern management development in a large business, a staff…
Descriptors: Employees, Experiential Learning, Higher Education, Informal Education

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