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Using Computers to Deliver Training: Which Employees Learn and Why?

Kenneth G. Brown

Department of Management and Organizations University of Iowa
Personnel Psychology: A Journal of Applied Research, volume 54, no. 2, Summer 2001


Organizations are always seeking more effective methods to train staff. Although certainly a cost, the right training is also an asset. Staff who have a clear understanding of the expectations an organization places on their performance and who have honed their job related skills, are more likely to help an organization achieve desired outcomes.

In a study involving a Fortune 500 manufacturing firm, Kenneth Brown investigated individual differences and learner choices on learner controlled computer based training. While computer based training is more cost and time effective than traditional instructor led training, its very strength may also be a major weakness. Computer based training gives employees more control over learning features such as the amount of practice and time on task. In other words, the student can decide the level of his or her involvement in the training activity.

One major finding in this study, not surprisingly, was that knowledge gained was a function of two important variables:

  1. Time completing practice opportunities; and,
  2. The time on task.

The problem is that despite the appeal of computer based training, employees may not make wise learning choices, i.e., they may not complete activities and practice exercises that will give them command of the material. The challenge is for managers and trainers to find ways for employees to persist in participating in the training activities and staying on task. As companies move more fully from instructor based learning to computer based learning, it will only truly be cost and time effective to the extent that organizations deal with individual differences and learner choices. With respect to this issue, Brown suggests that prior research has shown that follow-up meetings to increase accountability for learning may be useful.

Another key question of this study was to identify which employees learn from computer based training that allows a high degree of student control (i.e., individual differences that would predict who might gain from computer based learning). With respect to this issue, the results were not clear. This is an area that future research will certainly continue to address.

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