Eight hundred employees from across the U.S. work force participated in a detailed 13-month longitudinal study of involvement in learning and development activities. A new model was posited and tested in which the hypothesized sequence was as follows: worker age --> individual and situational antecedents --> perceived benefits of participation and self-efficacy for development --> attitudes toward development --> intentions to participate --> participation. The results depict a person who is oriented toward employee development as having participated in development activities before, perceiving themselves as possessing qualities needed for learning, having social support for development at work and outside of work, being job involved, having insight into his or her career, and believing in the need for development, in his or her ability to develop skills and to receive intrinsic benefits from participating. Given the aging work force, a detailed treatment of age differences in development is presented. Implications for new ideas in practice and future research are discussed.

The authors examined perceived environment, perceived incentive and outcome, and person constructs for relationships with interest and participation in voluntary learning and development activity by nonmanagement employees. All 3 groups of constructs were related to development activity. In relationships with development activity, perceived outcome and environment variables interacted with workers' personal values relevant to aspects of a development setting, illustrating the potentially important role that differences in values may play in a development setting, illustrating the potentially important role that differences in values may play in a development context. Additionally, small relationships were observed between several demographic variables and values within a development setting. Results provide implications for the design and implementation of successful development programs and highlight the need to carefully consider individual differences in this context when targeting many different types of employees for participation.

While employee continuous learning is increasing in importance and labor markets are tightening, the average age of workers is also increasing. But older workers may not participate in learning and development activities as much as younger workers. This paper explores an important and underrecognized factor that may contribute to this age effect: a decline in self-confidence (or self-efficacy) for career-relevant learning and skill development with age. The review explores various factors in an organizational setting which might lead to reduced self-confidence for learning, and subsequently, lower participation in learning/development activities. Suggestions for managing older workers and for research on this topic are offered.

This study examined predictors of 150 managers' attitudes toward a 360‐degree feedback system and their degree of involvement in on‐ and off‐the‐job development activity in response to the feedback, as reported an average of 10 months following receipt of feedback. Three sets of predictors were: (a) feedback ratings from four sources (supervisor, peer, subordinate, self), (b) individual characteristics of the feedback recipients and, (c) perceived characteristics of the feedback recipients' work contexts. Despite adequate statistical power, few relationships were observed between feedback ratings and subsequent involvement in development activities and attitudes toward the feedback system. Three exceptions were a positive relationship between subordinate and peer ratings of managers and managers' attitudes toward the system as well as an interaction between self and peer ratings: the more unique or different peer ratings were compared to self‐ratings, the more favourable ratee attitudes toward the system were. Other predictors of these dependent variables were: (1) a work context that includes people who are supportive of skill development (i.e. social support) and, (2) beliefs by feedback recipients that it is not only possible for people to improve their skills (i.e. incremental implicit theory of skill malleability), but also that they themselves are capable of improving and developing (i.e. self‐efficacy for development). These results suggest that there are variables which are just as important (or possibly even more important) than differences in feedback level for predicting attitudes toward the feedback system and subsequent involvement in development activity following feedback. Practical implications, limitations, and suggestions for future research are discussed.

Through a review of diverse literature, this article reconceptualizes and integrates concepts such as growth needs, personal mastery, learning goals, and development orientation and provides a unique understanding of these concepts in human resource development. An employee learning and development orientation is proposed, which includes cognitive, affective, and behavioral constructs that together describe a tendency toward involvement in continuous learning. This orientation is posited to be a motivational state that depends on the degree to which learning and development are relevant to the self. The model outlines the content, structure, and processes of this orientation. It reframes the ways in which work and work context variables influence learning and development behavior in organizations. Ten research propositions are offered, and the article provides new directions for research. Some implications for practice are discussed.