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Learning Transfer (learning + transfer)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting80%

Terms modified by Learning Transfer

  • learning transfer system inventory
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    Selected Abstracts

    Company-based education programmes: what's the pay-off for employers?

    HUMAN RESOURCE MANAGEMENT JOURNAL, Issue 4 2001
    Graeme Martin
    This article addresses the question of whether company-based programmes of education repay employer investment in terms of learning transfer to the workplace. Building on earlier work by the authors, we use an in-depth longitudinal case study of a long-standing programme of continuous education sponsored by the US-based NCR corporation in Scotland. As educators, we expected to find that the programme would have been associated with positive outcomes, based on the belief that 'embrained' or formal, abstract knowledge can be transferred to the workplace. We were aware, however, that research in this area has not been promising in demonstrating learning transfer, in part because such a process is mediated by the quality of the transfer climate. Drawing on survey data and in-depth interviewing of a sample cohort, we found that the programme of company-based education had significant implications for learning transfer. Surprisingly, however, transfer climate had little influence on the willingness of employees to use their knowledge to make improvements or generate innovations at work. Finally, we found that these data supported situated learning theory, stressing the importance of tacit knowledge, informal learning, the communal nature of workplace learning and the difficulties in evaluating learning transfer. We believe that these results have important implications for the literature on the evaluation of HRD interventions, for human resource development (HRD) specialists interested in developing programmes of so-called lifelong learning and for practitioners working in the area of organisational learning and learning organisations. [source]

    Trainee perceptions of factors that influence learning transfer

    INTERNATIONAL JOURNAL OF TRAINING AND DEVELOPMENT, Issue 1 2002
    Doo H. Lim
    The focus of the study was to assess learning transfer made by HRD professionals from a Korean organization for a training program on performance improvement technologies. Results revealed multiple reasons for high or low transfer and provide insights into the design of highly transferable training programs. [source]

    Beyond Conceptual Change: Using Representations to Integrate Domain-Specific Structural Models in Learning Mathematics

    MIND, BRAIN, AND EDUCATION, Issue 2 2007
    Florence Mihaela Singer
    ABSTRACT, Effective teaching should focus on representational change, which is fundamental to learning and education, rather than conceptual change, which involves transformation of theories in science rather than the gradual building of knowledge that occurs in students. This article addresses the question about how to develop more efficient strategies for promoting representational change across cognitive development. I provide an example of an integrated structural model that highlights the underlying cognitive structures that connect numbers, mathematical operations, and functions. The model emphasizes dynamic multiple representations that students can internalize within the number line and which lead to developing a dynamic mental structure. In teaching practice, the model focuses on a counting task format, which integrates a variety of activities, specifically addressing motor, visual, and verbal skills, as well as various types of learning transfer. [source]

    Flexible and inexpensive: Improving learning transfer and program evaluation through participant action plans

    PERFORMANCE IMPROVEMENT, Issue 5 2010
    Chris A. Cowan MDIV
    Action plans have been shown to improve transfer of learning and have proven an effective tool in training evaluation. This study describes how action planning was simply and successfully adapted to a preexisting curriculum with few additional resources. The decision to use participant action planning, the administration of it, and the participants' and the sponsor's responses are discussed, along with suggestions for future human performance technology research. [source]