learning and development Flashcards

Question

what are the principles for guiding and directing adult learning by Malcom Knowles (1998)

Answer 1

1. learning motivation - adults should know the rational for learning something prior to instruction 2. self-direction - adults are independent and are both responsible for their own decisions and capable of guiding their own learning 3. role of experience - experience of adults should be acknowledged and should form an integral part of the learning process 4. preparedness to learn - adults will come to learn when they are ready to acquire new knowledge and skills 5. learning focus - adults view learning as a vehicle to assist them in performing tasks and solving real-life situations

Answer 2

- learning more powerful if its grounded in experience and context of learner - active engagement in problem-solving (Holman, 2000) - action and thought brought together (Wilson and Beard, 2003) - theorists the learning cycle - Kolb et al. 1984 learning styles - Honey and Mumford 1986

Answer 3

activist - active experimentation reflector - observation & reflection theorist - abstract conceptualisation pragmatist - concrete experience

Answer 4

Behaviourism – e.g. construction industry health and safety, reward for managers with low accident levels. Three strikes or card system for safety lapses. Reinforcing behaviours you want  training transfer. Cognitive – joinery, skilled job, practice and trial and error. Problem solving and Doctors… Social learning – appropriate role models e.g. diversity training. Induction. Constructivist – when brining about change you need to think about of previous regimes and practices. Learning styles – training courses must cater for each style

Answer 5

- knowledge and representations of reality are: - interactionally constructed - socially transmitted - historically sedimented - institutionally congealed - communicatively reproduced

Answer 6

business strategy -> HR strategy -> HRD strategy -> added value + competitive advantage - all HR strategies, including training must be linked to the business strategy - more effective if business les - adding value - producing high business returns in comparison to the cost of initiatives

Answer 7

stage one - assessing training needs stage two - planning training stage three - carrying out the training stage four - evaluating the training

Answer 8

training needs analysis is about finding the competency gap between what capabilities do existing employees possess and what capabilities will be required to carry out the job/task? “A sequence of comprehensive analysis used to identify where current skills need to be developed to achieve an organisations future strategy.” (Maund, 2001)

Answer 9

report on overall training needs for the organisation or department and prioritisation of learning needs + personal development plans (PDPs) -> learning and training plans - training objective: target for measuring performance - training content: to close the gap - duration: content covered and practice required

Answer 10

learning events (e.g. Martin, 2005) Demonstration (Nelly) Coaching Discovery training Job rotation, secondment and special assignments Action learning (team problem solving) Mentoring / coaching Lectures Talks and discussion Case studies Role play and simulation Distance learning E-learning CPD On the job Group discussion Video / film Projects Case study Blended leaning + many more…

Answer 11

kirkpatrick (1959) suggests; 1) learners reaction through things such as happy sheets 2) immediate test or exercise 3) immediate impact on personal performance 4) strategic impact on organisational performance

Answer 12

To prove the value of the training To improve the quality of the training offered To evaluate as a contribution to the learning process To evaluate as a control over the training

Answer 13

- What added value does evaluation contribute? Consider: training designers, learners, buyers - Is the choice of measure appropriate to the goals of the training programme? - What are the potential negative consequences of evaluation on the organisational climate? - Who will fund the evaluation? - How is the value of the evaluation measured?

Answer 14

Communication Negotiation Customer service Codes of conduct Conflicts of interest and corporate social responsibility Good corporate governance Diversity Volunteer management Coaching and officiating

Answer 15

- An effective workforce is a product of a range of things – training, job design, status, control systems and discretion - Individuals need enough discretion and challenge in their work to exercise their skills - Reduction of control especially in professional roles - Impact of fragmented workforce - Difference in size and sector of organisation

Answer 16

Power, domination and control - Subtle process for engendering commitment to existing systems to gain control - Powerful interest groups - Furtherance of economic exploitation - Subscription to current ideas and thinking - Difference of view is discouraged or suppressed Learning as a vehicle for manipulation

Answer 17

“Reynolds (1998) maintains that critical reflection is the cornerstone of emancipatory approaches to education encouraging students to confront the social and political forces which provide the context of their work and question claims of ‘common sense’ or the ‘way thing should be’.” (McGuire, 2014, pg. 30) Understanding ‘taken-for-granted’ knowledge