✦ LIBER ✦

Informal learning and the transfer of learning: How managers develop proficiency

✍ Scribed by Michael D. Enos; Marijke Thamm Kehrhahn; Alexandra Bell

Publisher: John Wiley and Sons
Year: 2003
Tongue: English
Weight: 128 KB
Volume: 14
Category: Article
ISSN: 1044-8004
DOI: 10.1002/hrdq.1074

No coin nor oath required. For personal study only.

✦ Synopsis

Abstract

This study examined how the extent to which managers engaged in informal learning, perceptions of support in
the transfer environment, and level of managerial proficiency related to transfer of learning in twenty core
managerial skills. The results suggested that informal learning is predominantly a social process and that
managers with high levels of proficiency who experience low levels of coworker, supervisor, and organizational
support learn managerial skills mostly from informal learning and transfer learning more frequently. New
perspectives are offered on the interrelationship between informal learning and transfer of learning, the role of
metacognition and self‐regulation in informal learning, and the influence of informal learning in the
development of managerial proficiency.

📜 SIMILAR VOLUMES

Invited reaction: Informal learning and

Invited reaction: Informal learning and the transfer of learning: How managers develop proficiency

✍ Victoria J. Marsick 📂 Article 📅 2003 🏛 John Wiley and Sons 🌐 English ⚖ 62 KB

## Abstract Enos, Kehrhahn, and Bell have made an important contribution to measuring informal learning and its transfer as proficiency in a set of company‐identified managerial skills. Measurement of informal learning is at the crux of research that seeks to link learning outcomes to other indicat

Development and validation of the learni

Development and validation of the learning transfer system inventory in Taiwan

✍ Hsin-Chih Chen; E. F. Holton III; Reid Bates 📂 Article 📅 2005 🏛 John Wiley and Sons 🌐 English ⚖ 165 KB 👁 1 views

## Abstract Due to globalization in recent years, organizations and the government in Taiwan take developing human expertise more seriously than ever before. However, human resource development evaluation practices in Taiwan have somewhat overlooked connecting training to transfer and organizationa

Learning the Internet and the structure

Learning the Internet and the structure of information behavior

✍ Nahl, Diane 📂 Article 📅 1998 🏛 John Wiley and Sons 🌐 English ⚖ 62 KB 👁 2 views

loadable, copyable, and printable files. Nicholas and Fenton (1996) advocate creating information tools and strategies to help users sift through and evaluate the glut of information they can now directly access, including developing procedures for identifying unreliable and redundant information co

The impact on career development of lear

The impact on career development of learning opportunities and learning behavior at work

✍ Lidewey E. C. Van der Sluis; Rob F. Poell 📂 Article 📅 2003 🏛 John Wiley and Sons 🌐 English ⚖ 141 KB 👁 1 views

## Abstract This study focuses on the individual career development process of M.B.A.s on the job, in an era emphasizing personal responsibility for learning and development. The impact of learning opportunities and individual learning behavior was analyzed through repeated measures. Hierarchical r

Powerful feelings: Exploring the affecti

Powerful feelings: Exploring the affective domain of informal and arts-based learning

✍ Randee Lipson Lawrence 📂 Article 📅 2008 🏛 John Wiley and Sons ⚖ 84 KB 👁 2 views

The effects of organizational learning c

The effects of organizational learning culture and job satisfaction on motivation to transfer learning and turnover intention

✍ Toby Marshall Egan; Baiyin Yang; Kenneth R. Bartlett 📂 Article 📅 2004 🏛 John Wiley and Sons 🌐 English ⚖ 149 KB 👁 1 views

## Abstract Although organizational learning theory and practice have been clarified by practitioners and scholars over the past several years, there is much to be explored regarding interactions between organizational learning culture and employee learning and performance outcomes. This study exam