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No description available.

The study examined the patterns and effectiveness of counterpart training by Canadian cooperants involved in development projects. The traditional one-on-one apprenticeship model of counterpart training was used. Success of the training was analysed by comparing results against the principles of effective training in industry. / A group of 40 Canadian cooperants returned from postings in Africa participated in the study. All of the cooperants were participants in a major study on cross cultural effectiveness sponsored by the Canadian International Development Agency. / Results of the study indicate that the counterpart training system is not very effective as a means of transferring knowledge and expertise. The problem appeared to lie in the process itself. Training was generally secondary to completion of the project on time and on budget, and tended to evolve as the need arose and as time permitted. Few of the cooperants had any experience in designing training interventions, and so devised their own tools and methods with few identifiable measures of success. There were no formal evaluations of either the cooperant or the counterpart, nor of program success upon completion of the training.

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This dissertation focuses on the transfer of training at Standard Executors and Trustees. Studies indicate that too often managers in organisations get involved in what they call training, which they carry out as a matter of routine (Erasmus and Van Dyk,1999:10). This form of training, which is done merely for the sake of training, does not add any tangible benefits for the employee or the organisation. Chapter one of this study presents a background to the company and the issues surrounding the transfer of training as well as some of the benefits that may be achieved by positive transfer of training within an organisation. The chapter also contains a statement of the objectives and hypotheses of the study. Chapters two, three and four present the literature, which was reviewed for the study. In Chapter two various definitions of training, development, learning and transfer of training are explored. Chapter three looks at a systematic approach to transfer of training and Chapter four looks at the transfer process model, which focuses on work Environment Factors that influence transfer of training in organisations. Chapter five outlines the research methodology that was followed in this study. Chapter six presents the field study, which involved the following: • The design of a research questionnaire to investigate the perceptions held by employees in relation to the factors they believe influence transfer of training at Standard Executors and Trustees. • The development of a research model. • The presentation of the research findings. The study ends with Chapter seven which provides a conclusion, discussion and recommendations in respect of the research findings. The key research findings are that Transfer of Training within Standard Executors and Trustees is greatly influenced by: • The assessment of training needs. • The employee's motivation to learn. • The employee's ability to learn. The research also indicates that the while the under-mentioned variables have an influence on Transfer of Training at Standard Executors and Trustees, their influence is not significant: • The design of training. • The selection of an appropriate training venue. • The evaluation of employee performance during and after attending a training course. • The use of goal setting and relapse prevention techniques. • The issue of organisational support was also investigated, however the statements investigating this aspect of the study had very low reliability values and in the final analysis this area will need further research. / Thesis (MBA)-University of KwaZulu-Natal, Pietermaritzburg, 2005.

This study provided a description of how college/university recreational departments addressed their responsibilities to ADA, in particular, those accommodations considered beyond physical access. The results of this study contributed to the body of knowledge for staff preparation, program scope, and administration for recreational services on college/university campuses.This study surveyed college/university recreation departments to determine if disability awareness training was being implemented and what methods of training were being implemented. Reasons for not including disability awareness training were also reported.The Disability Awareness Training of Recreation Staff (DATR) survey was emailed to 114 National Intramural Recreational Sports Association (NIRSA) Region III directors through an InQsit® program. Frequency and percentages were used to report the results. Response rate was 33% (n=38). The majority of the respondents were members of the National Intramural Recreational Sports Association (NIRSA), and over 60% served in the role of Director of Recreation for the university. Twelve of the 38 respondents reported providing disability awareness training with the majority using the method of hands on training to implement such training. Lack of perceived need was the top reason for college/universities not to provide disability awareness training. / School of Physical Education

Many U.S. corporations have begun investing in the education and training of their personnel in order to implement and maintain the changes necessary to remain competitive in a global market place. Employees have been required to learn and utilize new and/or different competencies.The purpose of this study was to identify formal training and informal learning experiences that were judged as valuable as the learners began the on-the-job utilization of their formal training and/or informal learning activities. Three adult education learning theories (andragogy, proficiency theory, and situated cognition) were examined to determine what formal and informal learning experiences of the respondents, were reflected or contradicted, by these theories.It was determined that interviews with employees to ascertain their perceptions might yield insights as to how they think they have learned new skills. Therefore, 15 employees with various job descriptions and who were employed by three separate and diverse organizations wereinterviewed. This diversity was necessary in order to achieve maximum variation sampling. All of the interviews for this study were audio tape recorded to ensure accurate data collection. The interviews were transcribed verbatim and reviewed item-by-item and line-by-line for emerging trends and important concepts.The findings suggested that the majority of workplace skills or competencies were learned and utilized through informal learning. Formal training was used to initiate, maintain, or validate the informal learning. Content learned during the formal training was more likely to be used if participants were given an opportunity to practice the skills or competencies during the training. Handouts or booklets were used after the training to replicate the skill or competency.The findings suggested that the theoretical description of needs assessment and of the evaluation process were not valid in the current workplace training setting. Respondents suggested improvements for both areas.This study has implications for trainers, training directors, and human resource personnel. Further study is recommended on needs assessment, evaluation, and informal learning within the workplace. / Department of Educational Leadership

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[Truncated abstract] Changes in the international and Australian economies and labour markets during the 1980s and early 1990s substantially reduced employment opportunities for young people, causing higher education participation and increased school retention rates. Schools responded to these pressures and to Government policy with the development of Vocational Education and Training (VET) programs that integrate school-based learning with industry training, resulting in rapid growth in the participation of senior secondary students in such programs in recent years. Structured Workplace Learning (SWL) is an integral part of many such programs. How students manage their learning in these new environments was the focus of this study . . . The central finding of the study was the theory of ‘Workplace Formation’ that explains the processes students use to manage their workplace learning during the first year of workplacement. ‘Workplace Formation’ is comprised of five categories of processes – preparing, familiarising, committing, adapting, and building. Each category is comprised of two or more processes. While students generally proceed through each category sequentially, there is a degree of overlap between them. This general sequential progression can be disrupted if circumstances change. The extent of ‘Workplace Formation’ may vary from one student to the next. The theory of ‘Workplace Formation’ provides a new perspective on how school students manage their learning in the workplace while still at school and adds to the theoretical literature in this field. Implications of the findings for further research, and for policy and practice are discussed.

Thesis (M.Soc.Sc.)--University of Hong Kong, 1985. / Also available in print.