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Erschienen in:
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2020 | OriginalPaper | Buchkapitel

3. Theoretical Perspectives and Context of Learning and Development Effectiveness in Organisations

verfasst von : Thomas N. Garavan, Fergal O’Brien, James Duggan, Claire Gubbins, Yanqing Lai, Ronan Carbery, Sinead Heneghan, Ronnie Lannon, Maura Sheehan, Kirsteen Grant

Erschienen in: Learning and Development Effectiveness in Organisations

Verlag: Springer International Publishing

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Abstract

There are numerous theoretical perspectives that researchers have used to study the effectiveness of training in organisations. We describe and evaluate four theoretical perspectives (universalistic, contingency, configurational and architectural) that researchers have used to explain training effectiveness. We then evaluate a selection of theoretical perspectives including human capital theory, the resource-based view, the behavioural approach, social exchange theory, the behavioural approach, ability-motivation-opportunity theory and attribution theory, each of which suggests different reasons for a link between training and effectiveness. The chapter concludes with a discussion of external and internal contextual factors that shape training effectiveness in organisations.

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Vorheriges Kapitel Definitions and the Evolution of Learning and Development Research and Practice
Nächstes Kapitel A Model of Learning and Development Effectiveness in Organisations
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Metadaten
Titel
Theoretical Perspectives and Context of Learning and Development Effectiveness in Organisations
verfasst von
Thomas N. Garavan
Fergal O’Brien
James Duggan
Claire Gubbins
Yanqing Lai
Ronan Carbery
Sinead Heneghan
Ronnie Lannon
Maura Sheehan
Kirsteen Grant
Copyright-Jahr
2020
Buch
Learning and Development Effectiveness in Organisations

Print ISBN: 978-3-030-48899-4

Electronic ISBN: 978-3-030-48900-7

Copyright-Jahr: 2020

DOI
https://doi.org/10.1007/978-3-030-48900-7_3

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