What Convinces Enterprises To Value Training and Learning and What Does Not? A Study in Using Case Studies To Develop Cultures of Training and Learning.

Autor/inn/en	Figgis, Jane; Alderson, Anna; Blackwell, Anna; Butorac, Anne; Mitchell, Keith; Zubrick, Ann
Institution	National Centre for Vocational Education Research, Leabrook (Australia).
Titel	What Convinces Enterprises To Value Training and Learning and What Does Not? A Study in Using Case Studies To Develop Cultures of Training and Learning.
Quelle	(2001), (124 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
ISBN	1-74096-010-6
Schlagwörter	Attitude Change; Case Studies; Change Strategies; Cost Effectiveness; Definitions; Educational Attitudes; Educational Research; Employer Attitudes; Feasibility Studies; Foreign Countries; Guidelines; Informal Education; Job Training; Learning Processes; Marketing; Models; Organizational Change; Organizational Climate; Postsecondary Education; Research Methodology; Research Utilization; Role of Education; School Business Relationship; Training Methods; Training Objectives; Vocational Education; Australia + Suchen Sie Ihr Suchwort? Attitudinal change; Einstellungsänderung; Case study; Fallstudie; Case Study; Lösungsstrategie; Kosten-Nutzen-Analyse; Kosten-Nutzen-Denken; Begriffsbestimmung; Educational attitude; Bildungsverhalten; Erziehungseinstellung; Bildungsforschung; Pädagogische Forschung; Arbeitgeberinteresse; Ausland; Richtlinien; Informelle Bildung; Nichtformale Bildung; Berufsqualifizierender Bildungsgang; Learning process; Lernprozess; Analogiemodell; Organisationswandel; Organisationsklima; Post-secondary education; Tertiäre Bildung; Research method; Forschungsmethode; Forschungsumsetzung; Bildungsauftrag; Didaktik; Trainingsmaßnahme; Training objectiv; Ausbildungsziel; Trainingsziel; Ausbildung; Berufsbildung; Australien
Abstract	A study examined the feasibility of using case studies to convince enterprises to value training and learning. First, 10 Australian enterprises were studied in sufficient depth to construct a comprehensive picture of each enterprise, its culture, and the strategies it uses to develop the skills and knowledge of individual employees and the organization as a whole. Next, the case study findings were presented to 10 different enterprises. Those enterprises were asked to identify what in the materials convinced them that rethinking their own approaches to training and learning might prove profitable. Most enterprises considered informal strategies for skill development more important and effective than has been acknowledged by Australia's vocational education and training sector. The enterprises also liked the cost-effectiveness and flexibility of informal strategies. The following were among the key findings: (1) real and detailed examples should be used when attempting to convince enterprises to rethink their approach to training and learning; (2) although enterprises are concerned with calculating returns on investment in training and learning, they do not necessarily need to see the impact directly in dollars in their bottom line; and (3) personal interaction is the most effective channel of communication with enterprises. (The bibliography lists 64 references. The 10 case studies are appended.) (MN)
Anmerkungen	National Centre for Vocational Education Research, 252 Kensington Road, Leabrook, South Australia 5068, Australia (Cat no. 707 (report): $27.50 Australian; Appendix available only on web site). Tel: 08 8333 8400, Fax: 08 8331 9211; e-mail: vet_req@ncver.edu.au; Web site: http://www.ncver.edu.au. For full text: http://www.ncver.edu.au/cgi-bin/gda.pl?id=2133/research/proj /nr90 16.pdf (report) and http://www.ncver.edu.au/cgi-bin/gda.pl?id=2134/research/proj /nr90 16a.pdf (appendix).
Erfasst von	ERIC (Education Resources Information Center), Washington, DC