Training and development journal (Train Dev J )

Publisher: American Society for Training and Development

Description

  • Impact factor
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  • 5-year impact
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  • Other titles
    Training and development journal, Training & development journal
  • ISSN
    0041-0861
  • OCLC
    1767688
  • Material type
    Periodical
  • Document type
    Journal / Magazine / Newspaper

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: This study was undertaken to assess how trainers perceive the relative effectiveness of nine alternate training methods for achieving six training objectives. The nine methods were case-study, lecture, one-to-one training, role play, business games, simulations, programmed instruction, computer-based training (CBT) and sensitivity training. The six training objectives considered were knowledge acquisition, attitude change, problem solving, interpersonal skill development, participant acceptance and knowledge retention. Responses were obtained from 217 training managers through an online questionnaire who were part of the top 500 Indian companies (as per the ET500 list, 2012). The analysis revealed that one-to-one method reported as the most frequently used method was relatively less effective in attaining all the six training objectives. While lectures were preferred in attaining all training objectives, except interpersonal skill development where sensitivity training was preferred the most. Implications of the study have been discussed in this paper.
    Training and development journal 12/2013; 4(2):144-155.
  • Training and development journal 01/2008; 62(3):42.
  • [Show abstract] [Hide abstract]
    ABSTRACT: Meaningful role plays have three phases: warm-up, which creates an environment that fosters interaction and overcomes resistance; action, during which protagonists and auxiliaries are chosen and the action is periodically frozen for reflection and feedback; and closure, to reinforce learning and plan its integration into job performance. (SK)
    Training and development journal 12/1992;
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    ABSTRACT: A 10-step model of techniques for developing effective teams encompasses credibility, ventilation of issues, orientation, group process, group goals, facilitation, intragroup procedures, intergroup processes, different roles for trainers, and setting groups free to function on their own. (JOW)
    Training and development journal 12/1992;
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    ABSTRACT: This report of an American Society for Training and Development symposium discusses how important it is for companies to deal with diversity issues. It offers guidelines for making sure business communications reflect the diversity of the work force and customer base, and it compares affirmative action, valuing diversity, and managing diversity. (JOW)
    Training and development journal 12/1992;
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    ABSTRACT: Developing sexual harassment training involves these steps: survey employees, establish policy and reporting procedures, get management commitment, and use programs both to educate about the issues and eliminate unacceptable behavior. (SK)
    Training and development journal 12/1992;
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    ABSTRACT: Offers tips and resources for putting together a roster of training classes for building employees' cross-cultural skills. Types of training include cultural awareness, multicultural communication, country-specific training, executive development, language courses, and host-country work force training. (JOW)
    Training and development journal 12/1992;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Successful training abroad requires attitudes (respect for other values, tolerance of ambiguity, commitment, persistence, sense of humor), skills (cultural flexibility, communication, creativity, self-management), and knowledge (of home, target, and corporate cultures; human resource development theory and practice, language of the host country, a global perspective). (SK)
    Training and development journal 12/1992;
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    ABSTRACT: Discusses "excessive activity syndrome," the condition that exists when too many Total Quality Management (TQM) activities have been implemented and limited results have been achieved. Offers symptoms of EAS and suggests treatments. (JOW)
    Training and development journal 12/1992;
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    ABSTRACT: Multimedia instruction is a powerful training tool, but to get the most out of the technology requires a basic understanding of its capabilities, what is available, and the difference between good and bad programs. (Author)
    Training and development journal 12/1992;
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    ABSTRACT: Offers guidelines for determining when and how to recruit subject matter experts (SMEs) and for ensuring that they deliver high quality training. Considers common problems of SMEs, such as giving too much information, conflicts with their job commitments, and stage fright. (JOW)
    Training and development journal 12/1992;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Ways to fit in total quality management training include (1) avoiding premature or unnecessary training; (2) restructuring for efficiency; (3) offering incentives for after-hours training; (4) integrating quality philosophy into strategic planning and performance management; (5) providing a context for using the skills learned; and (6) securing top commitment and management involvement. (SK)
    Training and development journal 12/1992;
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    ABSTRACT: Three key principles for ensuring employee support of organizational change are management empathy with subordinates, effective communication, and participative management. (SK)
    Training and development journal 12/1992;
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    ABSTRACT: Outlines a workshop with the goal of helping employees take responsibility for their own career development. Activities explore three questions: Who am I? Where do I want to go? and How do I get there? (SK)
    Training and development journal 12/1992;
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    ABSTRACT: Discusses the five powers of questions when used in training situations: (1) questions demand answers; (2) questions provide in control; (3) questions provide information; (4) questions get people to take on and solve their own problems; and (5) questions reveal how people think. (JOW)
    Training and development journal 12/1992;
  • [Show abstract] [Hide abstract]
    ABSTRACT: Discusses benchmarking, the continuous process of measuring one's products, services, and practices against those recognized as leaders in that field to identify areas for improvement. Examines ways in which benchmarking can benefit human resources functions. (JOW)
    Training and development journal 12/1992;