Proportional Training Research Articles

The Cardiovascular Response to Interval Exercise Is Modified by the Contraction Type and Training in Proportion to Metabolic Stress of Recruited Muscle Groups.

Background: Conventional forms of endurance training based on shortening contractions improve aerobic capacity but elicit a detriment of muscle strength. We hypothesized that eccentric interval training, loading muscle during the lengthening phase of contraction, overcome this interference and potentially adverse cardiovascular reactions, enhancing both muscle metabolism and strength, in association with the stress experienced during exercise. Methods: Twelve healthy participants completed an eight-week program of work-matched progressive interval-type pedaling exercise on a soft robot under predominately concentric or eccentric load. Results: Eccentric interval training specifically enhanced the peak power of positive anaerobic contractions (+28%), mitigated the strain on muscle’s aerobic metabolism, and lowered hemodynamic stress during interval exercise, concomitant with a lowered contribution of positive work to the target output. Concentric training alone lowered blood glucose concentration during interval exercise and mitigated heart rate and blood lactate concentration during ramp exercise. Training-induced adjustments for lactate and positive peak power were independently correlated (p < 0.05, |r| > 0.7) with indices of metabolic and mechanical muscle stress during exercise. Discussion: Task-specific improvements in strength and muscle’s metabolic capacity were induced with eccentric interval exercise lowering cardiovascular risk factors, except for blood glucose concentration, possibly through altered neuromuscular coordination.

Use of the Systems Approach to Training Design and Delivery in Japanese Corporations

Numerous writers have described the commitment of Japanese corporations to training and various characteristics of Japanese training. Yet there is little empirical evidence to support their conclusions, and almost nothing is written about the processes the Japanese use to design training. To obtain more empirical information about the kinds of training conducted in Japanese corporations, and about whether they use systematic design and development processes, the present study successfully surveyed 45 Japanese corporations in six different industries. Results indicated, among other things, that there is more classroom training in proportion to on-the-job training than suggested by the literature, that a variety of training techniques are used in classroom training, and that the majority of training is produced internally by training departments and subject matter experts (SMEs). Only two of the companies indicated that they had a formal, systematic approach to instructional design and development. Most evaluation of training consists of post-training surveys of training transfer, and/or assessing learner reactions to courses. Most of the companies were interested in the possibility of using more systematic design approaches, especially with the introduction of more technology in support of training.

An assessment of professional training for product managers in the pharmaceutical industry

PurposeThe primary purpose of this study is to identify how and where product managers in the pharmaceutical industry receive the training required to undertake their job tasks, and whether or not there is a relationship between the tasks they perform and the training they receive.Design/methodology/approachThe methodology for this study was exploratory and descriptive in nature, and utilized a cross‐sectional survey design. Both descriptive and relational statistics are used to analyze the data.FindingsThe key findings reveal that product managers receive the majority of their training on the job, with the rest supported by company‐sponsored training and outside seminars. Product managers do not appear to receive company training in proportion to the frequency with which particular tasks are performed.Research limitations/implicationsThe limitations to the study are that the findings are limited to one industry and that training needs are self‐reported.Originality/valueManagers should not assume that on the job training adequately prepares product managers to do their jobs properly, and training should be an essential part of the product manager's experience. The paper identifies specific areas for future training.