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  • 1
    Electronic Resource
    Electronic Resource
    Reflections of Two Pragmatists: A Critique of Honey and Mumford's Learning Styles (1994)
    Bingley : Emerald
    Industrial and commercial training 26 (1994), S. 16-20 
    Details
    ISSN: 0019-7858
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Contains a critique of Honey and Mumford's learning style theory, whilerecognizing its pioneering achievements. Questions what Honey andMumford mean by learning and experience and explores the validity ofviewing experience as the primary "motor" of learning. Raises doubts aboutthe sequence of the learning cycle as depicted by Honey and Mumford.Asks: Does the learning styles questionnaire meaningfully measurelearning preferences or is it more accurately a personalityquestionnaire? What do certain questionnaire scores mean, e.g. lowscores across the spectrum? Do not certain subjects and situationsprescribe the learning approach regardless of one's preference?
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/00197859410051235
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    Paper (German National Licenses)
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  • 2
    Electronic Resource
    Electronic Resource
    The training and development audit evolves: is your training and development budget wasted? (1996)
    Bingley : Emerald
    Journal of European industrial training 20 (1996), S. 3-12 
    Details
    ISSN: 0309-0590
    Source: Emerald Fulltext Archive Database 1994-2005
    Topics: Economics
    Notes: Presents a three-level model to enable the design and conduct of an audit of training and development developed from the authors' consultancy experience working with training and development managers and specialists from diverse medium and large organizations. Describes three levels - event/programme, function and organization levels. Considerably extends the framework first described by one of the authors in an earlier article. This extended model permits the benchmarking of training and development against established best practice. Use of the model enables the identification of where an organization's training and development can be considered successful and where challenges and opportunities for improvement exist.
    Type of Medium: Electronic Resource
    URL: http://dx.doi.org/10.1108/03090599610119674
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    Paper (German National Licenses)
    Fulltext
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