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This handbook brings together and promotes research on the area of vocational education and training (VET). It analyzes current and future economic and labor market trends and relates these to likely implications for vocational education and training. It questions how VET engages with the growing power of human development approaches and with the sustainable development agenda. Equity and inclusion are discussed in a range of ways by the authors and the consideration of the construction of these terms is an important element of the handbook. It further addresses both the overall notion of system reform, at different scales, and what is known about particular technologies of systems reform across a variety of settings. Vocational learning and VET teacher/trainer education are discussed from a comparative perspective. National and comparative experiences are also shared on questions of equity and efficiency in funding in terms of those that fund and are funded, and for a range of funding methodologies. As well as reviewing existing gaps, this handbook is looking forward in identifying promising new directions in research and environment. Areas covered: The Changing World of Work | Editors: Margarita Pavlova and Salim Akoojee Skills for Sustainable Human Development | Editor: Lesley Powell Planning and Reforming Skills Systems | Editor: Robert Palmer Private Training Markets | Editors: Michael Gessler, Larissa Freund and Susanne Peters Vocational Learning | Editors: Karen Evans and Natasha Kersh Competence and Excellence | Editor: Kirby Barrick Measuring Learning and Instructional Performance | Editor: Esther Winther Supporting Learners | Editor: Joy Papier VET Teacher/Trainer Education | Editor: Volker Wedekind
The new paradigm in employee development assumes that employees should proactively direct their learning and growth. Most workplace learning is basically informal and occurs through daily work routines, peer-to-peer interactions, networking, and typically brings about significant positive outcomes to both individuals and organizations. Yet, workplace learning always occurs in a pre-defined context and this context has recently changed, and hereafter many people have been delegated to work from home or any other remote locations. Many employees would like to maintain remote or hybrid work design in the future, as well. In this research monograph, the authors explore an unexplored topic in social science research concerning proactive employee development through informal learning in new ways of working (NWW). The authors are esteemed experts in organizational studies, organizational psychology, and human resource management. The monograph will be of interest to students and researchers in organizational studies, organizational behavior, organizational psychology and organizational learning, as well as human resource professionals concerned with employee development and the changing nature of work.
Traditionally, organizations and researchers have focused on learning that occurs through formal training and development programs. However, the realities of today’s workplace suggest that it is difficult, if not impossible, for organizations to rely mainly on formal programs for developing human capital. This volume offers a broad-based treatment of autonomous learning to advance our understanding of learner-driven approaches and how organizations can support them. Contributors in industrial/organizational psychology, management, education, and entrepreneurship bring theoretical perspectives to help us understand autonomous learning and its consequences for individuals and organizations. Chapters consider informal learning, self-directed learning, learning from job challenges, mentoring, Massive Open Online Courses (MOOCs), organizational communities of practice, self-regulation, the role of feedback and errors, and how to capture value from autonomous learning. This book will appeal to scholars, researchers, and practitioners in psychology, management, training and development, and educational psychology.
Work-related learning can be broadly seen to be concerned with all forms of education and training closely related to the daily work of (new) employees, and is increasingly playing a central role in the lives of individuals, groups or teams and the agenda’s of organizations. However, as this area of study becomes more prominent, debates have opened about the nature of the field, as well as about its configurations and effects. For example, some authors have a broad definition of WRL and define it as learning for work, at work and through work, ranging from formal, through semi-structured to informal learning. Others prefer to use the concept of WRL mainly in connection to informal, incidental learning processes during work, leading to competent workplace learners. Formal and informal learning are distinguished from each other with respect to the level of intention (implicit/non-intentional/incidental versus deliberative/intentional/structured). Another point of discussion originates from the different ‘theoretical backgrounds’ of the authors: the ‘learning theorists’ versus the ‘organizational theorists’. The first group is mainly interested in the question of how learning comes about; the second group is predominantly interested in the search for factors affecting learning.
This scholarly book in SIOP’s Organizational Frontier series looks at research on enhancing knowledge acquisition and its application in organizations. It concentrates on training, design and delivery given the changing nature of work and organizations. Now that work is increasingly complex, there is greater emphasis on expertise and cognitive skills. Advances in technology such as computer simulations and web-based training are necessitating a more active role for the learner in the training process. In the broad context of the organization systems, this book promotes learning and development as a continuous lifelong endeavor.
"Discover how the role of anybody involved with workplace learning, enhancing capability and improving performance must change to successfully manage the critical shift in the way organizations need to cater to the learning needs of their employees. Despite millions spent on training, surveys show that the majority of workers are disengaged and delivering far less than they are capable of. Deliberately harnessing the power of informal learning is the new way to tangibly improve worker capability and performance, right at the point of work. This book shows you how, using practical advice from workplace learning experts, and examples and case studies from around the world. It establishes the relationship between informal learning and employee engagement, knowledge management, organisational development, performance support and competence." --Publisher description.
For a company to compete effectively in today's business environment, its employees need to be adaptive and agile so they can develop the required skills and knowledge. To achieve this, L&D professionals must create a culture of workplace learning that encourages employees to constantly develop. This means moving away from the traditional approach of simply offering a catalogue of courses to embedding learning in every part of the company. Workplace Learning is a practical guide to all aspects of developing a culture of continuous workplace learning, from how to introduce and implement this culture to how to develop it. Showing that learning is not finite and is instead something that all employees should be doing continuously throughout their careers, Workplace Learning covers how to identify key areas to focus the most effort on, measure success and determine next steps. It also outlines how to use technology to support workplace learning from MOOCs through to apps such as Knewton and Degreed. Packed with case studies from organizations who have effectively established outstanding workplace learning including Microsoft, PriceWaterhouseCoopers (PwC), HT2 and The Happy Company, this is essential reading for L&D professionals looking to make a real difference to the development of their staff and the future success of their organizations.
"The new paradigm in employee development assumes that employees should proactively direct their learning and growth. Most workplace learning is basically informal and occurs through daily work routines, peer-to-peer interactions, networking, and typically brings about significant positive outcomes to both individuals and organizations. Yet, workplace learning always occurs in a pre-defined context and this context has recently changed, and hereafter many people have been delegated to work from home or any other remote locations. Many employees would like to maintain remote or hybrid work design in the future, as well. In this research monograph, the authors explore an unexplored topic in social science research concerning proactive employee development through informal learning in new ways of working (NWW). The authors are esteemed experts in organizational studies, organizational psychology, and human resource management. The monograph will be of interest to students and researchers in organizational studies, organizational behavior, organizational psychology and organizational learning, as well as human resource professionals concerned with employee development and the changing nature of work"--
Inclusive Guide Provides Practical Applications for Workplace Education Theory from Diverse Perspectives The Wiley Handbook of Global Workplace Learning explores the field of workplace education using contributions from both experts and emerging scholars in industry and academia. Unlike many previously published titles on the subject, the Handbook focuses on offering readers a truly global overview of workplace learning at a price point that makes it accessible for independent researchers and Human Resources professionals. Designed to strike a balance between theory and practice, the Handbook provides a wealth of information on foundational topics, theoretical frameworks, current and emerging trends, technological updates, implementation strategies, and research methodologies. Chapters covering recent research illustrate the importance of workplace learning topics ranging from meditation to change management, while others give pragmatic and replicable applications for the design, promotion, and implementation of impactful learning opportunities for employees at any company, regardless of industry. A sampling of topics addressed includes: “Using an Experiential Learning Model to Design an Assessment Framework for Workplace Learning” “Measuring Innovative Thinking and Acting Skills as Workplace-Related Professional Competence” Multiple chapters specifically addressing international business, such as “Competency in Globalization and Intercultural Communication”, “Global Strategic Planning” and “Global Talent Management” Research and recommendations on bridging generational and cultural divides as well as addressing employee learning disabilities With its impressive breadth of coverage and focus on real-world problem solving, this volume serves as a comprehensive tool for examining and improving practices in global workplace learning. It will prove to be a valuable resource for students and recent graduates entering the workforce and for those working in Human Resources and related fields.