The Cambridge Handbook of Workplace Training and Employee Development

This handbook presents workplace training, employee development, and organizational learning from the primary point of view of industrial organizational psychology.

Kenneth G. Brown (Edited by)

9781107450493, Cambridge University Press

Paperback / softback, published 9 November 2017

668 pages
25.3 x 17.7 x 3.3 cm, 1.21 kg

With comprehensive coverage of topics related to learning, training, and development, this volume is a must-have resource for industrial and organizational (I/O) psychologists, human resource (HR) scholars, and adult education specialists. Brown provides a forward-looking exploration of the current research on workplace training, employee development, and organizational learning from the primary point of view of industrial organizational psychology. Each chapter discusses current practices, recent research, and, importantly, the gaps between the two. In analyzing these aspects of the topic, the chapter authors both present the valuable knowledge available and show the opportunities for further study and practice.

1. Introduction and overview: now more than ever Kenneth G. Brown
Part I. Fundamental Issues in Learning and Transfer: 2. Cognitive and neural foundations of learning Kurt Kraiger and Victoria P. Mattingly
3. Facilitating the development of expertise: an individual to organizational perspective Alena D. Marand and Raymond A. Noe
4. Understanding training transfer from the adaptive performance perspective Jason L. Huang, Shan Ran and Brian D. Blume
5. The psychology of learner control in training: a multilevel, interactionist framework Garrett N. Howardson, Karin A. Orvis, Sandra. L. Fisher and Michael E. Wasserman
Part II. Understanding the Learner: 6. The role of abilities in learning and training performance Margaret E. Beier, Anton J. Villado and Jason G. Randall
7. Taking charge of your own learning: self-regulation in training John J. Donovan and Jessica M. Nicklin
8. Effects of genuine and perceived demographic differences in training and development Tracy C. McCausland and Eden B. King
Part III. Designing the Intervention: 9. Enhancing training transfer by promoting accountability in different work contexts: an integrative framework Michael J. Tews and Lisa A. Burke-Smalley
10. Building deep specialization through intentional learning activities J. Kevin Ford, Jessica Santoro and Morgan Showler
11. The science and practice of simulation-based training in organizations Shannon L. Marlow, Christina N. Lacerenza, Denise Reyes and Eduardo Salas
12. Augmented reality systems in training Joseph R. Keebler, Brady S. Patzer, Travis J. Wiltshire and Stephen M. Fiore
13. One (lesson) for the road? What we know (and don't know) about mobile learning Michael E. Wasserman and Sandra L. Fisher
14. Time and thinking: an alternative to traditional learning and development activities Gillian B. Yeo and Sharon K. Parker
15. Developing Latino talent Miguel A. Quiñones
Part IV. Special Topics: 16. Training and development in small and medium enterprises Melissa S. Cardon and Stephen D. Valentin
17. Team training: knowing much, but needing to know much more Erich C. Dierdorff and J. Kemp Ellington
18. Developing cultural intelligence Jana L. Raver and Linn Van Dyne
19. Implications of positive organizational behavior and psychological capital for learning and training effectiveness Alan M. Saks and Jamie A. Gruman
20. Rings of fire: training for systems thinking and broadened impact Anders Dysvik, Arne Carlesen and Miha Škerlavaj
21. Rockstar vs ringmaster: balancing complimentary teaching roles to develop management skills Peter A. Heslin, Geoff Mortimore and Lauren A. Keating
Part V. Workplace Learning from Other Lenses: 22. Training from the perspective of human resource development and industrial-organizational psychology: common pasts, parallel paths – going where? Jon M. Werner
23. Strategic training and development and their role in shaping competitive advantage Lynn A. McFarland and Robert E. Ployhart
24. Hospitality training research: a review and implications for future research J. Bruce Tracey
25. Informal learning Saul Carliner
26. An operations management perspective on employee training and workforce planning Barrett W. Thomas, Mike Hewitt and Scott E. Grasman
27. Workplace training from the sociological perspective David B. Bills and Herman van de Werfhorst
Index.

Subject Areas: Office management [KJWB], Organizational theory & behaviour [KJU], Operational research [KJT], Management & management techniques [KJM], Business & management [KJ], Economics, finance, business & management [K], Occupational & industrial psychology [JMJ]