CTFP
Mr.Garcia
PPT_ch041.pptxChapter Four Learning & Transfer of Training
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Objectives (1)
Discuss the five types of learner outcomes
Explain the implications of learning theory for instructional design
Incorporate adult learning theory into the design of a training program
Describe how learners receive, process, store, retrieve, and act upon information
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Objectives (2)
Discuss the internal conditions (within the learner) and external conditions (learning environment) necessary for the trainee to learn each type of capability
Discuss the implications of open and closed skills and near and far transfer for designing training programs
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Objectives (3)
Explain the features of instruction and the work environment that are necessary for learning and transfer of training
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Learning & Transfer
Both learning and transfer are important
Learning refers to a relatively permanent change in human capabilities
Transfer refers to trainees applying what they have learned to their jobs
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Two Types of Transfer
Generalization refers to applying what was learned to situations that are similar but not identical to those in training
Maintenance refers to trainees continuing to use what they learned over time
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Model of Learning & Transfer
Insert Figure 4.1
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Learning Outcomes (1)
Verbal Information
specialized knowledge, including names, labels, facts, and bodies of knowledge
Intellectual Skills
concepts and rules critical to solve problems, serve customers, and create products
Motor Skills
coordination of physical movements
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Learning Outcomes (2)
Attitudes
beliefs and feelings that predispose a person to behave in a certain way
Cognitive Strategies
strategies that regulate thinking and learning
they relate to decisions regarding what information to attend to, how to remember, and how to solve problems
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Learning Theories
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Reinforcement Theory
Social Learning Theory
Goal Theories
Need Theories
Expectancy Theory
Adult Learning Theory
Information Processing Theory
Reinforcement Theory (1)
Individuals are motivated to perform or avoid behaviors because of past outcomes of behavior
Trainers need to identify what outcomes learners find most positive and negative and then link these outcomes to acquiring new knowledge and skills
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Reinforcement Theory (2)
Positive reinforcement is a pleasurable outcome resulting from a behavior
Negative reinforcement is the removal of an unpleasant outcome
Extinction is withdrawing positive or negative reinforcers to eliminate a behavior
Punishment involves providing an unpleasant outcome after a behavior
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Social Learning Theory (1)
Individuals learn by observing models of behavior, emulating behavior, and receiving reinforcement and rewards
Learning results from directly experiencing the consequences of using a skill, observing others, and seeing the consequences of their behavior
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Social Learning Theory (2)
Four processes involved in learning
Attention
Retention
Motor reproduction
Motivational processes
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Social Learning Theory (3)
Self-efficacy is important
an individual’s belief that he/she can successfully learn knowledge and skills
Self-efficacy can be increased through:
verbal persuasion
logical verification
modeling
past accomplishment
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Goal Orientation (1)
Learning orientation relates to trying to increase ability and competence in a task
People with a learning orientation view mistakes as useful for learning
Performance orientation refers to a desire to look good in comparison to others
Individuals with a performance orientation avoid mistakes because they do not want to appear foolish
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Goal Orientation (2)
Trainers should strive to promote a learning orientation among trainees
Set goals around experimentation
Deemphasize competition
Create a community of learning
Provide constructive feedback when trainees make mistakes
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Maslow’s Hierarchy
Self-Actualization
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Physiological
Safety
Social
Esteem
Alderfer’s Theory
Existence
physical needs such as food, clothing, and shelter
Relatedness
interpersonal needs in personal and professional settings
Growth
needs for personal development
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McClelland’s Theory
Need for achievement
need to achieve challenging goals, prove something, and recognition
Need for power
need to dominate and influence others
Need for affiliation
need to be a part of something and desire social relationships
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Needs Theory Implications
Trainers should attempt to understand learners’ needs, explain how training will meet needs, and adapt training
If certain basic needs are not met, motivation may suffer
Training should not necessarily attempt to meet all needs, however
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Expectancy Theory (1)
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Expectancy Theory (2)
Based on this model, trainers should:
ensure trainees are confident in their ability (expectancy)
provide and communicate valued rewards (valence)
ensure valued rewards are received if trainees successfully learn and transfer (instrumentality)
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Adult Learning Theory
Adults have the need to know “why”
Adults have a need to be self-directed
Adults bring more work-related experiences to the learning situation
Adults enter a learning experience with a problem-centered approach
Adults are extrinsically and intrinsically motivated
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Adult Learning Implications
Mutual planning and collaboration
Use learner experiences for examples and applications
Develop instruction based on learners’ interests and competencies
Provide opportunities for application
Ensure training is problem centered
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Information Processing Theory
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Closed v. Open Skills
Transfer can be enhanced by understanding the type of skill
Closed Skills
Involve responding to predictable situations with standardized responses
Open Skills
Involve responding to variable situations with adaptive responses
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Closed Skills
Promoting transfer for closed skills:
provide detailed checklists to follow
provide high-fidelity practice
shape favorable attitudes toward compliance
reward compliance
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Open Skills
Promoting transfer for open skills:
teach general principles
shape favorable attitudes toward experimentation
allow trainees to make mistakes without fear of punishment
provide rewards for experimentation
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Theory of Identical Elements
Transfer will be maximized when the tasks, materials, and equipment in training are similar to the work environment
Identical elements are particularly important for promoting near transfer, applying learned capabilities exactly to the work situation
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Stimulus Generalization
Transfer is enhanced when the most important features, or general principles, are emphasized during training
The stimulus generalization approach is appropriate to promote far transfer, applying learned capabilities to the work environment when it is not identical to training
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Cognitive Theory of Transfer
Transfer depends on a trainee’s ability to retrieve learned capabilities
Meaningful material and coding schemes enhance storage and recall of training
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Mental & Physical Processes (1)
Learning depends on the learner’s cognitive processes, organizing the content in a mental representation, and relating the content to existing knowledge from long-term memory
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Mental & Physical Processes (2)
Learning is a function of eight processes:
expectancy
perception
working storage
semantic encoding
long-term storage
retrieval
generalizing
gratifying
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Learning Strategies
Different learning strategies influence how training content is coded
rehearsal: learning through repetition
organizing: finding similarities and themes
elaboration: relating the material to other more familiar knowledge
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The Learning Cycle
Learning can be considered a dynamic cycle involving four stages
concrete experience: trainees encounter a concreate experience
reflective observation: trainees think about the problem
abstract conceptualization: trainees generate ideas how to solve the problem
active experimentation: trainees implementation ideas to solve the problem
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Employees need to know the objectives
An objective may have three components
what the learner is expected to do or know
quality or level of acceptable performance
conditions under which the learner is expected to perform
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Employees need meaningful content
Content should be linked to current job experiences and tasks that have meaning
Material should be presented using familiar concepts, terms, and examples
Content should be aligned with personal and professional goals
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Employees need to practice
Practice should:
involve the trainee actively
include overlearning
take the appropriate amount of time
include the appropriate unit of learning
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Employees need a number of pre-practice conditions
Provide strategies that will result in the greatest learning
Encourage trainees to reflect
Provide advanced organizers
Help trainees set challenging learning goals
Create realistic expectations for trainees
For training in teams, clarify roles and responsibilities
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Employees need practice involving experience
Learners need practice involving direct experience
Overlearning is needed, which involves continuing to practice the new skill or behavior beyond the point at which the learner has demonstrated proficiency more than once
Incorporate errors in the learning process
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Massed vs. Spaced Practice
Massed practice involves practicing continuously without rest
With spaced practice, individuals are given rest intervals within the practice session
Effectiveness of massed versus spaced practice varies by the characteristics of the task
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Whole vs. Part Practice
One option with practice is focusing on all tasks at the same time (whole practice)
Another option is practicing each component as soon as it is introduced in a training program (part practice)
Trainers should incorporate both types
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Employees need to commit content to memory
Make trainees aware of how they are creating, processing, and accessing memory
Training programs must be explicit on content and elaborate on details
Overlearning can help
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Employees need feedback
Employees need feedback about how well they are meeting training objectives
Feedback should be specific and follow the behavior as closely as possible
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Employees learn through observation, experience, and interaction
Individuals learn through observation and imitating the actions of models
Trainers should promote three key types of interaction:
Learner-content
Learner-instructor
Learner-learner
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Employees need the training program to be properly coordinated and arranged
Communicate courses to employees
Prepare instructional materials
Arrange the training facility and room
Testing equipment that will be used
Provide support during instruction
Distribute evaluation materials
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This slide only presents some of the examples.
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Encourage trainee responsibility and self-management
Self-management refers to a person’s attempt to control aspects of decision making and behavior
Self-management training involves setting goals to use skills on the job, identifying obstacles and ways to overcome them, and self-administering rewards
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Ensure a supportive work environment
Characteristics of a positive climate for transfer include:
Supervisors and coworkers encourage transfer
Task cues to use new skills
Lack of punishment for using new skills
Extrinsic reinforcement consequences
Intrinsic reinforcement consequences
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Internal & External Conditions
Internal conditions are processes within the learner that are necessary for learning
External conditions are processes in the learning environment that are necessary for learning
External conditions should directly influence forms of instruction, and they should be designed to facilitate the internal conditions
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