1 Manajemen Sumberdaya Manusia 2 Pegawai Pendidikan Dan Latihan Developing Management Skills Techniques For Improving Learning Performance Meningkatkan Keterampilan Manajemen Teknik Teknik Meningkatkan Pembelajaran Kinerja Margaret Dale, 2003
1 Manajemen Sumberdaya Manusia 2 Pegawai Seleksi Successful Recruitment and Selection a Practical Guide For Managers Sukses Merekrut Dan Menyeleksi Karyawan Panduan Praktis Bagi Manajer Margaret Dale, 2003
This paper focuses mainly on theoretical frameworks for understanding and investigating informal ... more This paper focuses mainly on theoretical frameworks for understanding and investigating informal learning in the workplace, which have been developed through a series of large-and small-scale projects. The main conclusions are included but readers are referred to other publications for more detailed accounts of individual projects. Two types of framework are discussed. The ®rst group seeks to deconstruct the`key concepts' of informal learning, learning from experience, tacit knowledge, transfer of learning and intuitive practice to disclose the range of different phenomena that are embraced by these popular terms. The second group comprises frameworks for addressing the three central questions that pervaded the research programme: what is being learned, how is it being learned and what are the factors that in¯uence the level and directions of the learning effort?
1 Manajemen Sumberdaya Manusia 2 Pegawai Pendidikan Dan Latihan Developing Management Skills Techniques For Improving Learning Performance Meningkatkan Keterampilan Manajemen Teknik Teknik Meningkatkan Pembelajaran Kinerja Margaret Dale, 2003
1 Manajemen Sumberdaya Manusia 2 Pegawai Seleksi Successful Recruitment and Selection a Practical Guide For Managers Sukses Merekrut Dan Menyeleksi Karyawan Panduan Praktis Bagi Manajer Margaret Dale, 2003
This paper focuses mainly on theoretical frameworks for understanding and investigating informal ... more This paper focuses mainly on theoretical frameworks for understanding and investigating informal learning in the workplace, which have been developed through a series of large-and small-scale projects. The main conclusions are included but readers are referred to other publications for more detailed accounts of individual projects. Two types of framework are discussed. The ®rst group seeks to deconstruct the`key concepts' of informal learning, learning from experience, tacit knowledge, transfer of learning and intuitive practice to disclose the range of different phenomena that are embraced by these popular terms. The second group comprises frameworks for addressing the three central questions that pervaded the research programme: what is being learned, how is it being learned and what are the factors that in¯uence the level and directions of the learning effort?
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Papers by Margaret Dale