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Journal of Workplace Learning Professional Journal Review
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  1. Journal of Workplace LearningProfessional Journal Review Dave Sciuto June 14, 2010 Dr. John Brown

  2. Editorial Objectives • The Journal of Workplace Learning aims to provide an avenue for the presentation and discussion of research related to the workplace as a site for learning. • Scope: formal, informal, and incidental learning in the workplace for individuals, groups and teams, as well as work-based learning, and off-the-job learning for the workplace. • Relevant Topics: assessment of workplace learning, knowledge management, and the growth of the learning individual within the workplace. • Article Focus: present research and discussion on the roles of management and human resource developers in learning and training, and on government and management policies and strategies that impact on workplace learning. • This journal aims to show how both the organization and the employee stand to benefit from a considered approach to workplace learning and individual development

  3. Sponsoring Organization • Headquarters location: Bingley, UK • Address: Emerald Group Publishing LimitedHoward HouseWagon LaneBingley BD16 1WAUnited Kingdom • Chairman: Martin Fojt • CEO: John Peters • Number of employees: 200 • Status as a company: Privately held • Circulation: More than 3,000 university libraries worldwide subscribe to Emerald journal collections • Review Process: All of Emerald research journals are peer-reviewed to ensure the highest quality.

  4. Editorial Staff • Editors • Dr Sara CervaiPsiQu Group, Department of Political Science, University of Trieste, Italycervai@units.it • Professor TaunoKekäleUniversity of Vaasa, Faculty of Technology, Finlandtauno.kekale@uwasa.fi • Publisher • Nancy Rolphnrolph@emeraldinsight.com • Assistant Publisher • Rachel Gerlisrgerlis@emeraldinsight.com

  5. Audience and Coverage • Key journal audiences • Academic and corporate libraries • General managers • Industrial psychologists • Management academics • Personnel managers • Training and development consultants • Types of Articles Used • Employee counseling • Formal and informal learning interventions • Knowledge management • Learning skills • Learning styles • Training effectiveness

  6. Author Guidelines If you are researching, teaching or consulting in management, or if you are yourself a manager with something to say, our aim is to be the first choice as a publisher for you • Emerald Literati Network -- Opportunity to join with over 40,000 other authors worldwide as a member • Authors' Charter • Originality guidelines • Permissions for your manuscript • Author FAQs • Calls for papers

  7. Article Reviews • For the e-trainer -- Article: Anne Julien (2005). Classifying e-trainer standards. Classify the types of profiles and competencies that are required to set-up a good e-learning program. This approach provides a framework within which a set of standards can be defined for e-trainers. • For the e-trainee – Article: Consuelo L. Waight, Barbara L. Stewart (2005). Valuing the adult learner in e-learning: part one – a conceptual model for corporate settings Illustrate how the interdependence among four championing factors, five antecedents, and four moderators affect companies' efforts in valuing the adult learner in e-learning • For the corporation-- Article: PäiviTynjälä, PäiviHäkkinen (2005). E-learning at work: theoretical underpinnings and pedagogical challenges. • Explore the application of e-learning as a medium for workplace learning, as a form of adult learning and organizational learning from a theoretical point of view, • Review empirical studies on recent solutions to pedagogical problems encountered in workplace learning in general and in e-learning in particular, • Consider the challenges facing the further development of e-learning solutions targeted at the workplace. • For the corporation-- Article: Celina Byers (2005). Multi-level alignment model: transforming face-to-face into e-instructional programs. Suggest to others in the field an approach equally valid for transforming existing courses into online courses and for creating new online courses.

  8. Why Train Online?