Cognitive modeling works best when teaching overt, observable activities. The basic structure of a good cognitive program includes modeling, case study exercises, social reinforcement, and transfer of training. (JB)

This article identifies three types of training--cognitive, psychomotor, and affective--and states that a training which ignores one of these types of training may be deficient. The author cites an unfortunate parachuting program that neglected to include psychomotor skills. (JB)

Training managers fully for the performance appraisal process can transform an appraisal discussion from an administrative exercise to a worthwhile experience that contributes to the organization as a whole. (Author/SSH)

Focuses on nine major activity areas of training and development: analyzing needs and evaluating results, developing training programs and materials, delivering training and development programs and services, advising and counseling, managing training activities, maintaining organization relationships, researching to advance the training field,…

Twelve ideas to produce technical training faster, make it longer lasting, and more cost effective are examined. They include performance improvement analysis, cause analysis, observing actual performance, concentrating more on the stimuli, considering alternatives to training, stating terminal behaviors for training programs, and using feedback…

Discusses the importance of a support system for effective selling, which is a management system reinforcing and supporting positive behavior and identifying desirable options, alternatives, and goals. (JOW)

Preretirement planning is examined from several different points of view: a representative from the American Association of Retired Persons, an employee services supervisor with a utility company, a manager of employee training, a vice-president of a bank, and a personal planning strategist. (CT)

Decrying the lack of professional standards, the author attempts to define an organizational development professional in terms of the personal traits, skills, and competencies needed. He outlines a learning sequence for skills development and presents a skills assessment scale for self-evaluation. (SK)

To ensure significant improvement in individual and organizational managerial effectiveness, the design and implementation of soft-skill management development programs need to address the six factors leading to change resistance and the five critical elements that contribute to success. These factors and elements are discussed in detail. (CT)

The key ingredients in starting a new facility are the development and implementation of a training master plan. Other elements include specifically defined training objectives, trained supervisors to implement programs, and an evaluation process. A follow-up training procedure is necessary to ensure that learning continues. (SK)

The author claims that excellence will return to the workplace when every organization, corporate and bureaucratic, and when academia and associations offer professional, technical, and skills training for their own members. Discusses the quest for professionalism, and why accountability should be considered an element of professionalism. (CT)

The author discusses various aspects of training and development: formal job-related training and development, the behavioral/cognitive split in informal learning on the job, workplace training inside and out, costs and benefits of workplace learning, and forces accounting for growth and decline in the training and development function in…

Two articles discuss successful transfer of training. In the first, Arty Trost recommends focusing on needs assessment, training design, and program delivery. Dana and James Robinson, in the second article, suggest eliminating barriers in the work environment--in learners, supervisors, and the organization--to guarantee that new skills are used on…

Skillful instructors in combination with well-designed and appropriate training programs are critical links in improving employee performance and increasing organizational productivity. Training directors use a variety of strategies to prepare competent, confident, and resourceful instructors. The author presents the essential factors to be…

The authors argue that management can make meaningful decisions about supervisory selection, training, and development only after classifying supervisors and comparing their activities. (Author/SSH)