During the 1990s, the workplace was rediscovered as a rich source of learning. The issue of workplace learning has since received increasing attention from academics and practitioners alike but is still under-researched empirically. This book brings together a range of state-of-the-art research papers addressing interventions to support learning in the workplace. The authors are experienced international scholars who have an interest in making HRD and workplace learning practices more evidence-based through practical relevant research. Although workplace learning is largely an autonomous process, many organizations want to manage it as part of their broader HRD strategy. There are limits, however, to the extent to which the complex dynamics of learning in the workplace can be guided in pre-determined desirable directions. This tension between the possible strengths of workplace learning and the limits of managing it is at the heart of this volume. The book is broken into three sections. The first section deals with workplace learning interventions, including HRD practitioners’ strategies, training and development activities, and e-learning programs. The second section investigates the impact of social support, or lack thereof, in workplace learning, such as mentoring, coaching, and socialization practices. The third section addresses collective learning in the workplace, looking at teams, knowledge productivity, and collaborative capability building.
Author(s): Rob F. Poell, Marianne van Woerkom (auth.), Rob F. Poell, Marianne van Woerkom (eds.)
Series: Professional and Practice-based Learning 5
Edition: 1
Publisher: Springer Netherlands
Year: 2011
Language: English
Pages: 234
Tags: Professional & Vocational Education; Business/Management Science, general; Lifelong Learning/Adult Education; Personnel Management; Learning & Instruction
Front Matter....Pages i-x
Introduction: Supporting Workplace Learning....Pages 1-7
Front Matter....Pages 9-9
Strategies of HRD Practitioners in Different Types of Organization: A Qualitative Study Among 18 South Australian HRD Practitioners....Pages 11-25
Conceptualising Participation in Formal Training and Development Activities: A Planned Behaviour Approach....Pages 27-45
Experiences of E-Learning and Its Delivery Among Learners Who Work: A Systematic Review....Pages 47-67
Front Matter....Pages 69-69
Managerial Coaching as a Workplace Learning Strategy....Pages 71-87
Direct and Indirect Effects of Supervisor Support on Transfer of Training....Pages 89-106
Understanding the Relational Characteristics of Effective Mentoring and Developmental Relationships at Work....Pages 107-127
Learning How Things Work Here: The Socialization of Newcomers in Organizations....Pages 129-146
Learning Vocational Practice in Relative Social Isolation: The Epistemological and Pedagogic Practices of Small-Business Operators....Pages 147-162
Front Matter....Pages 163-163
Team Coaching in Teacher Teams....Pages 165-181
Learning with the Intention of Innovating: Eleven Design Principles for Knowledge Productivity....Pages 183-203
From Function-Based Development Practices to Collaborative Capability Building: An Intervention to Extend Practitioners’ Ideas....Pages 205-224
Implications for Research and Practice....Pages 225-230
Back Matter....Pages 231-233
