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This paper examines the relationship of learning style and job performance in a sample of the workforce collected from a Commodity Driven Society (CDS), the PRC, and compares and contrasts the data to a sample collected from a more Market Driven Society (MDS), Hong Kong, and a highly developed nation, the United States.

The purpose of this paper is to examine a set of practices that can help promote self-directed learning (SDL) in congruence with the goals of developing and maintaining a learning organization.

Findings from this study were derived from an extensive review of the SDL and the learning organization literature, as well as the body of research that examines the connections between the two constructs.

This paper identifies the following set of practices as integral to promoting SDL in a learning organization: building and communicating a shared vision to employees at all levels; fostering collaboration, interaction and teamwork; empowering employees through participatory work practices; encouraging and providing opportunities for continuous learning; and using relevant technologies in the workplace.

This paper addresses the paucity of research that investigates the connections between SDL and the learning organization and that specifically examines important practices vis-à-vis the two concepts.

Examines the use of Guglielmino′s Self‐directed Learning Readiness Scale (SDLRS) by two major corporations to assess the appropriateness of self‐managed learning systems for a given population of employees. Provides a recommendation for an improved methodology for companies which are considering self‐managed learning systems.

During the past thirty years there has been substantial growth in management development activity in corporations within the United States and, for that matter, throughout the world. Drucker has said that in the mid‐40s there were few if any corporations that were concerned with management development, but by mid‐1970 there were literally thousands. The reason for the growth in management development programmes appears to be the rapidity with which knowledge is changing. Thus, much of today's knowledge will be obsolete in just a few years.

Bridging education programs have been developed to enhance the ability of internationally educated professionals (IEPs) to access professional employment in Canada. IEPs are professionals who received their original training outside of Canada. Bridging education programs consist of specialized courses, offered by higher education institutions, focusing on skill and knowledge upgrading in preparation for meeting professional licensure requirements. The purpose of this paper is to gain insight into the preferred learning styles of IEPs enrolled in nursing, pharmacy and teacher programs.Design/methodology – This survey research assessed the learning styles/preferences and degree of self‐directed readiness of IEPs enrolled in three different Ontario bridging education programs: pharmacists, nurses and teachers. These professions represent some of the largest regulated professions in Canada. Three professions were selected for this study because they have similar regulatory procedures for candidates seeking licensure. These programs were situated within higher education institutions. Adult immigrant students participated by completing Kolb's Learning Style Inventory and Guglielmino's Self‐Directedness Scale.

The most significant finding of this research is that all three professions were found in the divergent quadrant of the Kolb Learning Style Inventory. The learner with a divergent style of learning prefers observation rather than action and is able to view concrete situations from multiple perspectives. These learners value concrete experience and reflective observation, suggesting that they tend to consider a situation from differing perspectives. This finding suggests that being a recent adult immigrant has a stronger effect upon preferred style of learning in bridging education than profession‐specific factors. IEPs are also illustrated to be highly self‐directed learners.

The generalizability of these results must be treated with caution due to the small sample size. Several factors influenced the results such as difficulties in accruing a larger and more representative sample.

Currently, substantial funding is provided for bridging education in Canada. There is little research being conducted on the effectiveness of this type of higher education from the perspective of learning processes. More research is needed to enhance the ability of IEPs to succeed in these programs. Ultimately, it can improve new immigrant professionals' success in the labor market.

Research on bridging education is still in its infancy and there is little research evidence to guide the development of effective programs. Some research indicates that bridging education programs are useful for providing profession‐specific language training and orientation to the Canadian workplace. If the preferred learning styles of immigrant professionals can be identified, more effective courses for immigrant learners can be developed. Educators can create increased academic success and improved employment outcomes.

In the last four years, since Volume I of this Bibliography first appeared, there has been an explosion of literature in all the main functional areas of business. This wealth of material poses problems for the researcher in management studies — and, of course, for the librarian: uncovering what has been written in any one area is not an easy task. This volume aims to help the librarian and the researcher overcome some of the immediate problems of identification of material. It is an annotated bibliography of management, drawing on the wide variety of literature produced by MCB University Press. Over the last four years, MCB University Press has produced an extensive range of books and serial publications covering most of the established and many of the developing areas of management. This volume, in conjunction with Volume I, provides a guide to all the material published so far.

The purposes of this study are to explore paid educational leave (PEL), self-directed learning (SDL) and the relationship between them; and to identify the implications for legislation on the learning leave scheme in South Korea.

The research method of the study is a literature review. Articles were identified through a keyword search from major academic databases. The literature search covers the time period of 1960-2012.

This paper shows that enacting PEL is a social policy that benefits to both employers and workers because it reduces training costs, eliminates educational barriers for employees and enhances opportunities to develop skills and competencies.

This study contributes to research by exploring the crucial role of PEL based on the Person-Process-Context model for SDL. It also examines the relationship between SDL and PEL in the workplace learning.

This study provides a rationale to legislate PEL as a right of workers. Through an appropriate revision of the Lifelong Education Act, the right of workers to receive the PEL benefit should be legally adopted to promote workers’ SDL in South Korea.

This paper provides theoretical and practical evidence for institutionalizing PEL in South Korea. It suggests the passage of PEL legislation because it is beneficial to all stakeholders.

The purpose of this paper is to examine the influence of supervisors’ past experiences in school on their present learning behaviors.

Data were gathered in a time-lagged study. Supervisors populated a previously validated survey about their quality of school life. One week later, a direct measure of learning behaviors was used to determine the extent to which they were motivated to learn in general, and their motivation to exert time and effort in a learning task.

Supervisors who found more satisfaction in school were more motivated to learn in general. Those who were more committed to the work of school spent more time on learning and exerted more effort when practicing a new skill.

Results are valid for supervisors engaging in a learning task relevant to their role. However, because the results are based on direct observation of their learning behavior years later, the findings suggest that school experiences influence workplace learning for employees at all levels.

Typically, organizations consider the degree employees attain and the content of their learning. This study suggests that organizations should also be considering the habits and attitudes toward learning that employees developed while at school.

This study bridges educational and workplace learning by examining how the habits and attitudes developed in school settings impact managerial learning, even years later.

The purpose of this paper is to identify the new role that human resource developers play in the globally connected workplace. Towards that end, this paper explores the changing landscape of self‐directed learning (SDL) within the digital ecosystem based on the concept of World 2.0.

This paper reviews and builds on the literatures of self‐directed learning and Web 2.0 technologies to explore how self‐directed learning is being transformed in the creative digital era.

The paper outlines five transformations that change the landscape of workplace learning in the creative digital era: virtual collaboration, technological convergence, global connectivity, online communities, and digital creativity.

This paper gives extensive guidance on how HRD specialists and practitioners can transform their strategies to adapt to the training needs of employees in the creative digital era. The paper provides new ideas and vision for industrial trainers and human resource development practitioners on self‐directed learning.

This article provides some future research areas and limitations.

This paper opens up new possibilities for self‐directed learning and discusses how self‐directed learning might be transformed in the light of technological and workplace changes. In particular, self‐directed learning might decrease the HRD/training costs significantly while providing employees with just‐in time training.