Training and development
About: Training and development is a(n) research topic. Over the lifetime, 5444 publication(s) have been published within this topic receiving 87306 citation(s).
01 Jan 1993-
Abstract: Many managers understand that cultural differences affect the process of doing business, but many underestimate by just how much. This book aims to dispel the idea that there is only one way to manager and encourages readers to get to know their own culture before doing business with others. The author explores the cultural extremes and the incomprehension that can arise when doing business across cultures - even when people are working for the same company. The book explains that there are five key factors or orientations that affect how people all deal with each other, do business and manage. The goal is the "transnational organization" - one in which the company can take from each country what is best, and for those who are sensitive to these differences, the opportunities are enormous. With many practical examples and case studies, this book brings new insights to the dilemma of reconciling corporate consistency with local conditions as business life rapidly internationalizes. In 1991 Fons Trompenaars was awarded the International Professional Pracice Area Research Award by the American Society for Training and Development (ASTD).
01 Feb 2002-Academy of Management Executive
Abstract: Executive Overview This article proposes a positive approach to organizational behavior (OB) Although the importance of positive feelings has been recognized through the years in the academic OB and popular literature, both management scholars and practitioners have arguably too often taken a negative perspective—trying to fix what is wrong with managers and employees and concentrating on weaknesses Positive organizational behavior (POB) follows the lead of recently emerging positive psychology, which is driven by theory and research focusing on people's strengths and psychological capabilities Instead of just retreading and putting a positive spin on traditional OB concepts, this unveiling of POB sets forth specific criteria for inclusion Not only does positivity have to be associated with the concept, but it must also be relatively unique to the OB field, have valid measures, be adaptable to leader/management and human resource training and development, and, most important, capable of contributing t
01 Jan 2013-
Abstract: Part OneThe Context for Training and Development 1Introduction to Employee Training and Development 2Strategic Training Part TwoDesigning Training 3Needs Assessment 4Learning: Theories and Program Design 5Transfer of Training 6Training Evaluation Part ThreeTraining and Development Methods 7Traditional Training Methods 8E-Learning and Use of Technology in Training 9 Employee Development 10Special Issues in Training and Employee Development Part FourCareers and Career Management 11Careers and Career Management 12Special Challenges in Career Management Part FiveThe Future 13The Future of Training and Development Glossary Name Index Company Index Subject Index
01 Apr 2003-Journal of Applied Psychology
TL;DR: The authors used meta-analytic procedures to examine the relationship between specified training design and evaluation features and the effectiveness of training in organizations to suggest a medium to large effect size for organizational training.
Abstract: The authors used meta-analytic procedures to examine the relationship between specified training design and evaluation features and the effectiveness of training in organizations. Results of the meta-analysis revealed training effectiveness sample-weighted mean ds of 0.60 (k 15, N 936) for reaction criteria, 0.63 (k 234, N 15,014) for learning criteria, 0.62 ( k 122, N 15,627) for behavioral criteria, and 0.62 (k 26, N 1,748) for results criteria. These results suggest a medium to large effect size for organizational training. In addition, the training method used, the skill or task characteristic trained, and the choice of evaluation criteria were related to the effectiveness of training programs. Limitations of the study along with suggestions for future research are discussed. The continued need for individual and organizational development can be traced to numerous demands, including maintaining superiority in the marketplace, enhancing employee skills and knowledge, and increasing productivity. Training is one of the most pervasive methods for enhancing the productivity of individuals and communicating organizational goals to new personnel. In 2000, U.S. organizations with 100 or more employees budgeted to spend $54 billion on formal training (“Industry Report,” 2000). Given the importance and potential impact of training on organizations and the costs associated with the development and implementation of training, it is important that both researchers and practitioners have a better understanding of the relationship between design and evaluation features and the effectiveness of training and development efforts. Meta-analysis quantitatively aggregates the results of primary studies to arrive at an overall conclusion or summary across these studies. In addition, meta-analysis makes it possible to assess relationships not investigated in the original primary studies. These, among others (see Arthur, Bennett, & Huffcutt, 2001), are some of the advantages of meta-analysis over narrative reviews. Although there have been a multitude of meta-analyses in other domains of industrial/organizational psychology (e.g., cognitive ability, employment interviews, assessment centers, and employment-related personality testing) that now allow researchers to make broad summary statements about observable effects and relationships in these domains, summaries of the training effectiveness literature appear to be limited to the periodic narrative Annual Reviews. A notable exception is Burke and Day (1986), who, however, limited their meta-analysis to the effectiveness of only managerial training. Consequently, the goal of the present article is to address this gap in the training effectiveness literature by conducting a metaanalysis of the relationship between specified design and evaluation features and the effectiveness of training in organizations. We accomplish this goal by first identifying design and evaluation features related to the effectiveness of organizational training programs and interventions, focusing specifically on those features over which practitioners and researchers have a reasonable degree of control. We then discuss our use of meta-analytic procedures to quantify the effect of each feature and conclude with a discussion of the implications of our findings for both practitioners and researchers.
01 Jan 2009-Annual Review of Psychology
TL;DR: A multidisciplinary, multilevel, and global perspective is adopted to demonstrate that training and development activities in work organizations can produce important benefits for each of these stakeholders.
Abstract: This article provides a review of the training and development literature since the year 2000. We review the literature focusing on the benefits of training and development for individuals and teams, organizations, and society. We adopt a multidisciplinary, multilevel, and global perspective to demonstrate that training and development activities in work organizations can produce important benefits for each of these stakeholders. We also review the literature on needs assessment and pretraining states, training design and delivery, training evaluation, and transfer of training to identify the conditions under which the benefits of training and development are maximized. Finally, we identify research gaps and offer directions for future research.