標(biāo)題: Titlebook: Evaluating Corporate Training: Models and Issues; Stephen M. Brown,Constance J. Seidner Book 1998 Springer Science+Business Media New York [打印本頁] 作者: broach 時(shí)間: 2025-3-21 17:37
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書目名稱Evaluating Corporate Training: Models and Issues讀者反饋學(xué)科排名
作者: Ancestor 時(shí)間: 2025-3-21 23:45
Clarifying and Directing Impact Evaluation expects to achieve because it provided that training. But what is this benefit? If a company provides training to its employees, what should it expect: Greater loyalty? Better performance? Less employee costs? Increased profits?作者: OVER 時(shí)間: 2025-3-22 01:29
https://doi.org/10.1007/978-3-642-86480-3ering a new age: the post-industrial or the information age. While we are not able to fully describe what the new age will look like, we are able to see side-by-side, glimpses of the old and new paradigms. We are aware that old ways of doing business and thinking no longer work. Even the old questio作者: LVAD360 時(shí)間: 2025-3-22 05:42 作者: 討厭 時(shí)間: 2025-3-22 08:49 作者: 非實(shí)體 時(shí)間: 2025-3-22 16:34 作者: 非實(shí)體 時(shí)間: 2025-3-22 18:33 作者: 侵蝕 時(shí)間: 2025-3-22 22:58
Latin American Political Economymost every conference agenda, the ROI issue is there. In workshops and general sessions, participants turn out in record numbers to find out how to measure ROI. Workshops on measuring ROI in training and development have been conducted in diverse settings and locations ranging from deep in the jungl作者: grudging 時(shí)間: 2025-3-23 03:43 作者: Coronation 時(shí)間: 2025-3-23 07:11
https://doi.org/10.1007/978-3-319-38860-1ency assessment results not only as indicators of performance strengths and development needs, but also as sources of data for organizational decision making. In fact, one of the hot topics in human resources today, especially in the areas of compensation and development, is competencies and their p作者: Aerophagia 時(shí)間: 2025-3-23 12:11 作者: antidepressant 時(shí)間: 2025-3-23 17:26
https://doi.org/10.1007/978-3-030-99284-2tasks associated with evaluation. We usually identify these challenges as work issues and management problems inherent in every organization. Yet, there are times when we are faced with a dilemma that evokes a more visceral response. Consider this situation: Cathy Reardon was enjoying her job as a n作者: 大約冬季 時(shí)間: 2025-3-23 18:32 作者: 擔(dān)心 時(shí)間: 2025-3-23 23:26 作者: Acclaim 時(shí)間: 2025-3-24 05:17 作者: 溫和女孩 時(shí)間: 2025-3-24 08:11
International Economic Association Seriesnd growing” segment (Dataquest, 1995, p. 85). More than half of the resellers surveyed required certifications for all their employees. Twenty-five percent of these resellers were willing to spend $5,000 or more a year on individual training activities leading to certification. Twenty-five percent o作者: NEEDY 時(shí)間: 2025-3-24 14:01
978-94-010-6031-8Springer Science+Business Media New York 1998作者: 元音 時(shí)間: 2025-3-24 17:22 作者: 吃掉 時(shí)間: 2025-3-24 22:26 作者: 通知 時(shí)間: 2025-3-25 02:43 作者: 出生 時(shí)間: 2025-3-25 05:50 作者: cogitate 時(shí)間: 2025-3-25 10:56
Formative EvaluationFormative evaluation is the review and revision of all parts of the instructional design process from the needs assessment through the development and field testing of the materials. Although the concepts and methods have been with us for 30 years, there are signs of that it is being “rediscovered” by a new generation of educators.作者: 細(xì)微的差異 時(shí)間: 2025-3-25 13:33 作者: Contend 時(shí)間: 2025-3-25 15:49
The Organizational Action Research Modelrrent authors. This will be followed by an examination of the work of David Kolb, who has given considerable thought to the ways adults in general and managers in particular, think and build knowledge. This will be followed by the Organizational Action Research Model (OARM) of organizational action 作者: 堅(jiān)毅 時(shí)間: 2025-3-25 23:07
The Ethics of Evaluating Training new manager, was critical of the way in which she incorporated company policy and philosophy into the Safety Skills Training. Although the discussion did not last long, Cathy could sense that this participant was disgruntled and wanted to keep corporate values separate from skill training. When the作者: grieve 時(shí)間: 2025-3-26 02:42
Book 1998m some of the most influential thinkers and practitioners in the field. The chapters in this section provide perspective on the dominant themes and emergent trends from individuals who have been, and continue to be, the drivers of those trends. Contributions to the issues section highlight some perv作者: Conduit 時(shí)間: 2025-3-26 06:35 作者: 名字 時(shí)間: 2025-3-26 09:15
Herwig Urban,Karl W. Steiningerrrent authors. This will be followed by an examination of the work of David Kolb, who has given considerable thought to the ways adults in general and managers in particular, think and build knowledge. This will be followed by the Organizational Action Research Model (OARM) of organizational action 作者: Instantaneous 時(shí)間: 2025-3-26 12:42
https://doi.org/10.1007/978-3-030-99284-2 new manager, was critical of the way in which she incorporated company policy and philosophy into the Safety Skills Training. Although the discussion did not last long, Cathy could sense that this participant was disgruntled and wanted to keep corporate values separate from skill training. When the作者: 會(huì)議 時(shí)間: 2025-3-26 19:38 作者: Pigeon 時(shí)間: 2025-3-27 00:00
Economic Dynamics and Informationin bringing new products and services to market. To stimulate learning and motivate needed changes, corporations have invested in training programs that are designed to impact both organizational and individual performance.作者: 法律 時(shí)間: 2025-3-27 03:33 作者: Gesture 時(shí)間: 2025-3-27 07:17 作者: 監(jiān)禁 時(shí)間: 2025-3-27 13:26
Economic Exchange and Social Organizationhniques in a Stanford University School of Engineering course, Team-Based Design-Development with Corporate Partners. The course is distributed nationally by the Stanford Instructional Television Network for on-campus, full-time students and off-campus, industry-based part-time students.作者: aggrieve 時(shí)間: 2025-3-27 14:08
,John Francis Bray (1809–1897),ner or later they will come and ask you how to find out if training is working. You should be prepared to answer their questions on the application of training in their business. The narrative that follows describes how Motorola, at the request of its business units, has successfully infused level 3 evaluation into its daily operations.作者: CORD 時(shí)間: 2025-3-27 19:12 作者: GAVEL 時(shí)間: 2025-3-27 23:15
Organizational Strategy and Training Evaluationin bringing new products and services to market. To stimulate learning and motivate needed changes, corporations have invested in training programs that are designed to impact both organizational and individual performance.作者: Muffle 時(shí)間: 2025-3-28 05:41 作者: Adenoma 時(shí)間: 2025-3-28 06:41
Cultural Dimensions of Evaluationvel of complexity is the changing workforce and the global business environment. There are, now, many more factors to consider for the successful evaluation of training in organizations. One of the most compelling factors, and perhaps least considered, is culture.作者: DENT 時(shí)間: 2025-3-28 13:58 作者: Favorable 時(shí)間: 2025-3-28 15:41
Using Quality to Drive Evaluation: A Case Studyner or later they will come and ask you how to find out if training is working. You should be prepared to answer their questions on the application of training in their business. The narrative that follows describes how Motorola, at the request of its business units, has successfully infused level 3 evaluation into its daily operations.作者: Malleable 時(shí)間: 2025-3-28 19:10
Certification: Business and Legal Issuesrcent of these resellers were willing to spend $5,000 or more a year on individual training activities leading to certification. Twenty-five percent of the corporate customers were also willing to spend up to $2,499 a year for individual certifications. Each group was also willing to invest additional funds in certification testing.作者: CRAMP 時(shí)間: 2025-3-29 00:59
Search Costs, Advertising and Welfare, program. Others are concerned with the learning that takes place in the classroom, as measured by increased knowledge, improved skills, and changes in attitude. And they are all right—and yet wrong, in that they fail to recognize that all four approaches are parts of what we mean by evaluating.作者: 凹槽 時(shí)間: 2025-3-29 06:13
https://doi.org/10.1007/978-3-319-38860-1otential for integrating the various elements of human resource systems. Most of these approaches favor multirater or 360-degree feedback as the competency assessment mechanism of choice (American Compensation Association, 1996).作者: 盟軍 時(shí)間: 2025-3-29 09:27
Latin American Political Economyresults (Phillips, 1994). Even top executives are now seeking a measurable return on their training investment. One business school magazine prepared a special issue on the topic and sent it to all of the USA Fortune 500 CEO’s (Phillips, 1995).作者: 射手座 時(shí)間: 2025-3-29 14:05
Level Four and Beyond: An Roi Modelresults (Phillips, 1994). Even top executives are now seeking a measurable return on their training investment. One business school magazine prepared a special issue on the topic and sent it to all of the USA Fortune 500 CEO’s (Phillips, 1995).作者: FID 時(shí)間: 2025-3-29 18:04 作者: 粗俗人 時(shí)間: 2025-3-29 23:23 作者: FOIL 時(shí)間: 2025-3-30 02:36 作者: jagged 時(shí)間: 2025-3-30 05:04 作者: Cacophonous 時(shí)間: 2025-3-30 09:24 作者: champaign 時(shí)間: 2025-3-30 13:41
The Changing Context of Practiceocrats work feverishly to point out their differences, but they sound more and more alike. They sound like politicians from the old paradigm. The opposite of . is not .; it is .. These two constructs, once seen as polar, are no longer so.作者: 辮子帶來幫助 時(shí)間: 2025-3-30 18:43
The Learning Organization: Implications for Trainingmusic critic or the theater critic reviews the performance of the ensemble, and just as the outcome of a basketball game is a team product, despite the allure of star players, so most work groups need to produce results that are greater than the sum of their individual efforts.作者: 會(huì)犯錯(cuò)誤 時(shí)間: 2025-3-31 00:47
The Changing Context of Practiceering a new age: the post-industrial or the information age. While we are not able to fully describe what the new age will look like, we are able to see side-by-side, glimpses of the old and new paradigms. We are aware that old ways of doing business and thinking no longer work. Even the old questio作者: Limousine 時(shí)間: 2025-3-31 01:29
Organizational Strategy and Training Evaluationtions and ways of working, to new information, and to new projects and work groups. Timely action can make the difference between success and failure in bringing new products and services to market. To stimulate learning and motivate needed changes, corporations have invested in training programs th作者: 細(xì)微的差異 時(shí)間: 2025-3-31 06:13 作者: Angioplasty 時(shí)間: 2025-3-31 09:45
The Learning Organization: Implications for Trainingnot only self-paced, take-home learning packages, but also CD-ROMS, on-site coaching, and on-demand, hotline support services. Even these interesting changes, however, still reflect the old focus on the individual worker. This will change. The learning organization viewpoint focuses heavily on the w作者: Figate 時(shí)間: 2025-3-31 16:43
