Descripciones mejoradas de Syndetics:

Transfer of Training n 1: the ability of persons to effectively apply to the job the knowledge and skills they gain in off-the-job education 2: learning in one situation that facilitates learning (and therefore performance) in subsequent similar situations 3: a development effort that induces significant new behavior on the job 4: the use of learning in the work situation 5: the maintenance of behavi∨ anything that maintains an acquired skill or knowledge to a performance standardExperts question the ultimate on-the-job effectiveness of employee development programs. By some estimates, corporations, nonprofit organizations, and governments spend about $50 billion each year for human resource development (HRD) for their employees; yet studies shot that only 10% of classroom learning is applies in the workplace. Today, with demands on corporate wallets coming from all sides, is any wonder that training budgets are often the first to be reduced--or even eliminated? Obviously the need to increase return on investment is of increasing concern to executives, making the transfer of training a crucial issue for today's trainers.In Transfer of Training, Mary Broad and John Newstron show why the full transfer of learned skills to the workplace is critical for the organization's growth and survival, and they present a systematic process for bringing managers and trainees into the transfer process so that the diverse workforce can benefit. They offer ways to manage the powerful role of "manager of the transfer process," and they provide the tools to get this important job done:

Tabla de contenidos provista por Syndetics

• Preface(p. ix)
• Acknowledgments(p. xiii)
• Part I Laying the Groundwork(p. 1)
• Chapter 1 HRD and the Transfer Problem(p. 3)
• Chapter 2 Barriers to Transfer of Training(p. 17)
• Chapter 3 Managing Transfer of Training(p. 30)
• Chapter 4 The Transfer Matrix: Key Roles and Times to Support Transfer(p. 49)
• Part II Identifying Transfer Strategies(p. 57)
• Chapter 5 Transfer Strategies before Training(p. 59)
• Chapter 6 Transfer Strategies during Training(p. 79)
• Chapter 7 Transfer Strategies following Training(p. 102)
• Chapter 8 Relapse Prevention: A Special Action-Planning Strategy during Training(p. 121)
• Part III Using and Supporting Transfer in the Organization(p. 131)
• Chapter 9 Managing Transfer of Training: Applications in Organizations(p. 133)
• Chapter 10 Building and Managing the Transfer System(p. 148)
• Part IV Appendices(p. 169)
• A Strategies for Managing Transfer of Training(p. 170)
• B Behavioral Processes Underlying Successful Transfer of Training(p. 172)
• C The Transfer Audit Process(p. 175)
• D Glossary(p. 179)
• E Selected Bibliography(p. 184)
• Index(p. 191)

Notas de autor provistas por Syndetics

Mary L. Broad, Ed.D., is a consultant with Performance Excellence, helping organizations become more effective through performance technology and human resource development initiatives. Formerly a top HRD manager with the federal government, she directed comprehensive management and technical training and education functions for the Defense Information Systems Agency and five other agencies. She is an associate professor of Human Resource Development on the adjunct faculty at George Washington University, and a member of the Board of Directors of the American Society for Training and Development.
John W. Newstrom, Ph.D., is currently a professor of Human Resource Management (HRM) at the University of Minnesota at Duluth. He has been active in the American Society for Training and Development (ASTD) for more than twenty years. Dr. Newstrom has written several books and magazine and journal articles on the topics of transfer of training, needs analysis, training, and evaluation. He has served on the editorial review board for the Journal of Management Development and as a reviewer for the Human Resource Development Quarterly.