.... H2. The frequency of receiving feedback mediates the relation between NWW and informal learning. The study used a questionnaire follow up to an earlier study of NWW conducted with a Dutch sample. The follow up questionnaire which is reported in the current study was sent to 1,007 people...

... in feedforward as a mechanism to strengthen employee performance at the workplace. Participants also reported deeper involvement in the feedforward process as compared to the conventional feedback method. Practical implications The study has wider practical implications in the corporate world, as it provides...

... to how teaching and the learning outcomes are designed. That these outcomes are determined in advance is the important point here. Learning becomes likelier when the different aspects of the program are suitably aligned. Assessment Learning Feedback Entrepreneurial learning Internship...

.... Accountability, both in terms of feedback but also by linking development plans to overall organizational goals and performance management ensures that actions are more likely to be carried out. Integrate the development plan into the participant’s daily way of working. This means it becomes easier and more...

...@frostburg.edu © Emerald Publishing Limited 2018 Emerald Publishing Limited Licensed re-use rights only Self-regulated learning Coaching Mindset Feedback This viewpoint article addresses the intersection of two important areas: mindsets and self-regulated learning. These concepts suggest...

... and places the articles in context. Findings Employees mostly learn informally by talking or collaborating with others, searching information online and feedback giving and seeking from colleagues and supervisors and reading. Next, it was found that organizational drivers, task and job drivers, personal...

... © Emerald Group Publishing Limited 2012 --> Feedback Knowledge transfer Learning Manufacturing AbstractWe investigate how learning and the task performance of individuals are affected by different forms of knowledge transfer. Whereas previous research has proven the positive...

...Ian Cunningham Purpose This paper aims to expose errors in thinking about work based learning; specifically the misconception about primary and secondary feedback. Design/methodology/approach The paper draws on significant literature as well as the author's experience. Findings The paper...

... and places the articles in context. Findings A study involving Dutch police officers being considered for promotion points to the need to balance the benefits of using developmental assessment centers (DACs) with the anticipation of the consequences of unfavorable feedback, and that disappointment...

... © Emerald Group Publishing Limited 2008 --> Feedback Motivation Personality Singapore Article Type: Abstracts From: Development and Learning in Organizations, Volume 23, Issue 1 Brutus S. and , Greguras G.J. International Journal of Selection...

...Ian Cunningham Purpose The purpose of this paper was to expose the problems associated with honest feedback, especially when it is seen as negative Design/methodology/approach The paper is based on work done in a variety of organizations as well as published sources. Findings The paper...

...R.S. Kaplan © Emerald Group Publishing Limited 2007 --> Career development Feedback Leadership Management styles What to ask the person in the mirror (leadership and career development) Kaplan R.S.  Harvard Business Review, January 2007, Vol. 85 No. 1, Start...

...A.M. Grant © Emerald Group Publishing Limited 2006 --> Coaching Feedback Performance management Prepare for take-off (coaching) GrantA.M. People Management, 6 April 2006, Vol. 12 No. 7, Start page: 46, No. of pages: 2 Purpose – discusses how...

...), “ The management development needs of front‐line managers: voices from the field ”, Career Development International , Vol. 8 No. 4 , pp. 210 ‐ 18 , ISSN: 1362‐0436. © Emerald Group Publishing Limited 2004 Management development Managers Feedback Change By now you will be well...

... 360‐degree feedback is no longer a novelty. It is fast becoming a popular training tool, particularly in relation to management development. Why? Because this form of appraisal creates self‐awareness, encourages an open culture within the organization, assists with team building and teaches rookie...