Development through learning (the concept that managers learn, grow, and undergo personal change resulting from the roles, responsibilities, and tasks encountered in their jobs) has become an important field with a developed body of literature. Although on-the-job experiences have always been a powerful source of managerial learning, they have only been studied for about 15 years. This annotated bibliography tries to illuminate this growing body of knowledge. The report is organized into three major sections. The first focuses on developmental jobs--their role in management development, their characteristics, and what is learned from them. The second section concerns the person in the job and how personality attributes affect on-the-job development. The third section examines management-development practices that use on-the-job development strategies. Unlike the first two sections, which stress research-based publications, the third section includes practice-oriented articles. Each section contains five subsections: a topical overview; a summary of key findings and implications; future research directions; annotations of relevant articles and books; and listings connecting readers to literature in other established domains, such as tacit knowledge and action learning. Included are author and title indices to annotated listings. (MLH)