Opportunity to perform is influenced by both the work environment and trainee motivation.
|
Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support . We'll provide a PDF copy for your screen reader. With a personal account, you can read up to 100 articles each month for free. Show
Already have an account? Log in Monthly Plan
Yearly Plan
Log in through your institution Purchase a PDFPurchase this article for $29.00 USD. How does it work?
journal article Trainees' Attributes and Attitudes: Neglected Influences on Training EffectivenessThe Academy of Management Review Vol. 11, No. 4 (Oct., 1986) , pp. 736-749 (14 pages) Published By: Academy of Management https://doi.org/10.2307/258393 https://www.jstor.org/stable/258393 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later Abstract Studies of the influence of trainees' characteristics on training effectiveness have focused on the level of ability necessary to learn program content. Motivational and environmental influences of training effectiveness have received little attention. This analysis integrates important motivational and situational factors from organizational behavior theory and research into a model which describes how trainees' attributes and attitudes may influence the effectiveness of training. Journal Information The Academy of Management Review, now in its 26th year, is the most cited of management references. AMR ranks as one of the most influential business journals, publishing academically rigorous, conceptual papers that advance the science and practice of management. AMR is a theory development journal for management and organization scholars around the world. AMR publishes novel, insightful and carefully crafted conceptual articles that challenge conventional wisdom concerning all aspects of organizations and their role in society. The journal is open to a variety of perspectives, including those that seek to improve the effectiveness of, as well as those critical of, management and organizations. Each manuscript published in AMR must provide new theoretical insights that can advance our understanding of management and organizations. Most articles include a review of relevant literature as well. AMR is published four times a year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Lesson plans are typically more detailed than design documents.TrueFalse 1 pointsQUESTION 12In developing a lesson outline, trainers need to consider the proper sequencing of topics. Get answer to your question and much more 1 pointsQUESTION 13The traditional classroom-type arrangement is good for role-play exercises that involve trainees working in groupsof two or three. Get answer to your question and much more 1 pointsQUESTION 14When using an outside vendor to provide training services, it is important to consider the extent to which thetraining program will be customized based on a company’s needs. Get answer to your question and much more 1 pointsQUESTION 15When a series of steps must be followed in a specific way to complete a task successfully, thentraining should be designed with an emphasis on far transfer.TrueFalse 1 pointsQUESTION 16To encourage self-management, it is important to emphasize that lapses are evidence of personal inadequacy. How can opportunity to perform be measured?Opportunity to perform can be measured by asking former trainees to indicate (1) whether they perform a task, (2) how many times they perform the task, and (3) the extent to which they perform difficult and challenging tasks.
Which term refers to a group of two or more trainees who agreed to meet to discuss their progress using learned capabilities on the job?Which term refers to a group of two or more trainees who agree to meet and discuss their progress using learned capabilities on the job? Support network. Which of the following is a major aid in communicating tacit knowledge? Discussion.
What is the term used to describe the on the job use of knowledge skills and behaviors learned in training?It refers to the process of applying the skills and abilities that a person learned in a training program into their work. It helps to increase the learning environment at work.
When compared to other methods the on the job training method needs less investment?When compared to other methods, the on-the-job training method needs less investment in time and money. One advantage of apprenticeship programs is that most of them guarantee a job upon completion of the program.
|
