Rescuing Training: Joining Learning and Application in a Federal Agency Training Program

Newell, Terry; Wolf, James R.; Drexler, Allan

doi:10.1177/009102608801700306

Cited by 3 publications

(2 citation statements)

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“…7 One example of such a case study is a review of the Senior Managers Program at the U.S. Department of Education. 8 Other public sector training studies highlight skilled apprenticeship programs, although the preva lence of these programs may be diminishing.^ Moreover, recently published public sector training manuals include few references and examples of training in local gov ernments. 10 Most studies focus on federal and state government training; little is understood about the nature of training in local government.…”

Section: Approaches To the Study Of Trainingmentioning

confidence: 99%

Examining Training in Large Municipalities: Linking Individual and Organizational Training Needs

Jacobson

Rubin

Selden³

2002

Public Personnel Management

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A well-designed training system contributes to a public organization's performance by ensuring that employees have the knowledge and skills they need to meet the demands of their current and future jobs. Training may also help governments attract and retain workers in an increasingly competitive job market. Thus, it is important to understand the nature of training in public organizations. A comprehensive study of training in local government is almost nonexistent in literature. The purpose of this article is twofold. First, using data from the Government Performance Project, it describes the training infrastructure in 33 of the largest cities by revenue. Second, it develops a framework -the Strategic Systems Training Model -that integrates the needs of individual employees and organizations, and can be used by governments to plan and analyze their training effectiveness.

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Section: Approaches To the Study Of Trainingmentioning

confidence: 99%

Examining Training in Large Municipalities: Linking Individual and Organizational Training Needs

Jacobson

Rubin

Selden³

2002

Public Personnel Management

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“…However, a substantial adult education, practitioner approach is emphasized (Stewart, 1987;Saxe, 1988). Work-related projects are required (Newell, Wolf, & Drexler, 1988). Class formats deemphasize standard lecture and emphasize multiple discussion, practice, and feedback techniques.…”

Section: A Management Development System Concluding With An Executivementioning

confidence: 99%

Providing a Base for Executive Development at the State Level

Wart¹

1993

Public Personnel Management

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Executive development can only be properly conceptualized as a part of the state's overall human resource development (HRD) system. As a part of that system, the special needs and constraints of executive development can be addressed. Some of the best human resource development systems build level by level, with executive development as the logical and integrated conclusion, even though the programs may be housed in a variety of settings. As background, this article discusses the differences in the four levels of HRD, the three major skill areas that are identified with each of these levels, and the four features that characterize good human resource systems. It concentrates on the features that characterize good executive development systems and also includes a number of examples of good executive development systems in the federal and state government sectors. Montgomery Van Wart, D.P.A., is the Director of the AdvancedPublic Executive Program at Ari zona State University. He has conducted over a dozen exten sive executive programs for fed eral, state, and local government as well as university administra tors. His book, Handbook of Training and Development for the Public Sector: A Comprehensive Guide, was published this year by Jossey-Bass. The Levels of DevelopmentThere are four levels of training and development: employee, super visory, management and executive. Each of these levels has different perceived needs, commitment issues, design concerns, and evaluation problems. In the overall human resource development system, employee programs are usually developed first, followed by supervisory, manage-

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Evaluating the Impact of the Management Academy for Public Health

Umble

Orton²,

Rosen³

et al. 2006

Journal of Public Health Management and Practice

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The Management Academy for Public Health is a management development program with the goals of helping public health managers learn to manage people, data, and finance, to think and plan like entrepreneurs, and to strengthen public health organizations. Managers enroll as teams and develop business plans in the Academy's extensive project-based learning component. Extensive internal and external evaluation shows that the program improves managers' knowledge, skills, and confidence in key curriculum areas; that participants apply many of the skills in their jobs; that many of the business plans receive funding, resulting in new public health programs; that the training experience helped agencies respond and plan after September 11, 2001; and that many participants report beginning to think more like entrepreneurs through activities like teaming, partnering, innovating, negotiating, finding funds, and generating revenue. The program demonstrates that robust training including extensive work-based project work with coaching can help public health managers gain many skills needed for the drive to "reinvent" government.

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Rescuing Training: Joining Learning and Application in a Federal Agency Training Program

Cited by 3 publications

References 0 publications

Examining Training in Large Municipalities: Linking Individual and Organizational Training Needs

Examining Training in Large Municipalities: Linking Individual and Organizational Training Needs

Providing a Base for Executive Development at the State Level

Evaluating the Impact of the Management Academy for Public Health

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