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Casad, Scott – Performance Improvement Quarterly, 2012
Job rotations have existed as a means of developing individual knowledge and skills since the industrial revolution, and in today's dynamic global workplace, they afford organizations an opportunity to manage changing psychological work contracts and employee desires for self-managed careers. Through the systematic mining of psychology, business,…
Descriptors: Job Satisfaction, Work Environment, Job Security, Identification (Psychology)
Nafukho, Fredrick M.; Hinton, Barbara E.; Graham, Carroll M. – Performance Improvement Quarterly, 2007
Limited research has addressed the issue of truck drivers and their performance regarding highway safety in terms of reduced number of crashes per driver. The primary purpose of this study was to determine how tractor trailer truck drivers' job performance could be improved while at the same time ensuring increased revenue for the transportation…
Descriptors: Traffic Safety, Job Performance, Motor Vehicles, Employees
Larson, Miriam B.; Lockee, Barbara B. – Performance Improvement Quarterly, 2004
Instructional Design and Technology (IDT) professionals practice their skills in a broad range of career environments and job roles. The resulting collection of competency lists and wide range of practice environments, coupled with the frequent changes that have always characterized the field, produce complexity that is difficult to communicate to…
Descriptors: Instructional Design, Career Development, Job Performance, Performance Technology
Austin, John; Garnier, Luis – Performance Improvement Quarterly, 1998
Discusses issues associated with the virtual office. Summarizes advantages and disadvantages from employees' and employers' perspectives. Uses the behavior engineering model (Thomas Gilbert, 1996) as a framework to analyze different factors related to performance, and suggests the application of other concepts from human performance technology and…
Descriptors: Employee Attitudes, Employer Attitudes, Information Technology, Job Performance
Dean, Peter J.; And Others – Performance Improvement Quarterly, 1996
Describes an activity designed to illustrate the importance of workplace factors in improving performance and a study that demonstrates its validity. Results of the study indicate that two-thirds of the participants believed that the workplace factors of information, resources, and incentives needed improving in order to enable them to improve…
Descriptors: Access to Information, Employee Attitudes, Improvement, Incentives
Ripley, David; Hudson, Irene; Turner, Robin; Osman-Gani, AAhad – Performance Improvement Quarterly, 2006
This exploratory study examines cross-national similarities and differences in employee perceptions of issues in the work environment in 17 organizational work settings in seven Asia-Pacific countries; Australia, Malaysia, New Zealand, Singapore, South Korea, Taiwan, and the United States. Employees at these 17 sites indicated their degree of…
Descriptors: Job Performance, Cultural Differences, Foreign Countries, Work Environment
Condly, Steven J.; Clark, Richard E.; Stolovitch, Harold D. – Performance Improvement Quarterly, 2003
A meta-analytic review of all adequately designed field and laboratory research on the use of incentives to motivate performance is reported. Of approximately 600 studies, 45 qualified. The overall average effect of all incentive programs in all work settings and on all work tasks was a 22% gain in performance. Team-directed incentives had a…
Descriptors: Incentives, Job Performance, Meta Analysis, Motivation Techniques
Chen, Hsin-Chih; Holton, Elwood F., III; Bates, Reid A. – Performance Improvement Quarterly, 2006
Transfer theories, which are closely related to evaluation theory, have been developed from a holistic perspective, but most of empirical transfer research has not effectively utilized holistic models to investigate transfer of learning until the late 1990s. Additionally, little has been done in examining the relationship between situational…
Descriptors: Transfer of Training, Holistic Approach, Models, Work Environment