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SAGE Journal User Guide

Article 1

Larsen, H. H. (2004). Experiential learning as management development: Theoretical perspectives and empirical illustrations. Advances in Developing Human Resources, 6(4), 486–503.

Topics in this article:

• An important part of management development (MD) is experiential learning processes in the workplace.
• The informal, intangible, and spontaneous nature of experiential learning has made these methods difficult to research—and difficult to monitor for organizations. The article provides a theoretical background for experiential learning in the workplace.

Questions from the article:

1. What aspects of MD (management development) are most applicable to strategic human resource management?
2. How can experiential learning be most constructively applied to employee development and the human resource management process?
3. Is management development a system or a process? Explain your answer in relation to human resource practices, applications, and policies.

Article 2

Spooner, F., Baker, J. N., Harris, A. A., Ahlgrim-Delzell, L., & Browder, D. M. (2007). Effects of training in Universal Design for Learning on lesson plan development. Remedial and Special Education, 28(2), 108–116.

Topics in this article:

• The effects of training in Universal Design for Learning (UDL) on lesson plan development of special and general educators in a college classroom environment were investigated. A true experimental group design with a control group was used for this study.
• A three-factor analysis of variance with repeated measures was completed for each of the dependent variables. Differences were found between pretest and posttest measures for both treatment groups for special education and general education teachers.

Questions from the article:

1. Can the effects of training in Universal Design for Learning (UDL) be applied to the workplace setting as related to employees?
2. How can the “Scoring Rubric on the Three Components of Universal Design for Learning” (Table 1) be modified and applied to employees and their jobs in organizations?
3. What modifications could be recommended to this research study if it is conducted in an organizational setting with employees?