Premium
Informal learning and the transfer of learning: How managers develop proficiency
Author(s) -
Enos Michael D.,
Kehrhahn Marijke Thamm,
Bell Alexandra
Publication year - 2003
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.1074
Subject(s) - informal learning , transfer of learning , psychology , experiential learning , transfer of training , informal education , formal learning , metacognition , perception , cooperative learning , organizational learning , adult education , lifelong learning , knowledge management , pedagogy , higher education , teaching method , cognition , developmental psychology , cognitive psychology , computer science , political science , neuroscience , law
This study examined how the extent to which managers engaged in informal learning, perceptions of support inthe transfer environment, and level of managerial proficiency related to transfer of learning in twenty coremanagerial skills. The results suggested that informal learning is predominantly a social process and thatmanagers with high levels of proficiency who experience low levels of coworker, supervisor, and organizationalsupport learn managerial skills mostly from informal learning and transfer learning more frequently. Newperspectives are offered on the interrelationship between informal learning and transfer of learning, the role ofmetacognition and self‐regulation in informal learning, and the influence of informal learning in thedevelopment of managerial proficiency.