Discusses the systematic approach to training, how this approach increases training impact, and how it evolved and identifies the four components of this approach, describing three components in detail--pretraining briefing sessions, review of individual training objectives, and group followup. (MBR)

Discusses reasons for the lack of effectiveness of management development programs and suggests solutions for improvement. Topics discussed include analysis of good management skills; motivation theory; popular psychology models; self discovery tests; management fads; insufficient skills practice; conducting a needs analysis; and performance based…

Describes the Instructional Quality Inventory (IQI) for formative evaluation of systematically developed instructional programs, its classification scheme for objectives and test items, and procedures for checking programs for adequacy, consistency and presentation. Accounts of two studies are given to support the usefulness of the IQI. (EAO)

An experiment designed to determine the aptitude level(s) and group size which would provide optimal feedback for formative evaluation of instructional materials found that revisions based on feedback from one-to- one sessions with a mixed aptitude group were more effective than those based on feedback from a group or single aptitude level. (EAO)

Describes a curriculum development effort at Marymount University (Virginia) that combined a traditional human resource development (HRD) master's degree program with instructional systems design (ISD) and performance technology concepts. Courses in the program are described, with special emphasis given to one on performance improvement…

Discusses the development of hypertext and describes hypertext systems currently available for microcomputers. The use of hypertext in instructional materials and in job aids is discussed, an example of a system designed for self-management tasks is given, and the need to focus on human performance improvement is emphasized. (14 references) (LRW)

Discusses how performance technologists, or trainers, can provide more impact in reducing field performance deficiencies by gathering feedback from the field regarding training matters. A feedback generator is described that is expressed in terms of an algorithm and helps point to solutions to improve productivity. (LRW)

Outlines a 10-step process for designing performance improvement systems which is intended to reduce time spent on the project, to assure client approval, and to assure management support. Client participation with the consultant throughout the process is stressed as the key to success. (LRW)

Discusses evaluation for human performance improvement and organizational success. An expanded framework that builds on the traditional four-level training evaluation framework is suggested that includes strategic and tactical planning, performance improvement, organizational development, customer satisfaction, total quality, societal…

Discusses an instrument called "The Balance of Power" which is designed to enable managers to identify their management skill needs and improve their management style by balancing effective planning and involvement of the person to be managed. Five management styles and their idiosyncrasies are discussed. (MBR)

Discussion of performance improvement systems in organizations highlights Gilbert's Performance Engineering Model and the Human Resources Model. The process of performance technology is described, the role of training within the performance improvement system is examined, and ways in which training benefits from a performance orientation are…

This excerpt from "Managerial Engineering: Techniques for Improving Quality and Productivity in the Workplace" describes the development, objectives, and use of On-Error Training (OET), a method which trains workers to learn from their errors. Also described is New Joharry's Window, a performance-error data analysis technique used in…

Examines three elements useful for solving problems revealed by data gathering and analysis in the context of performance technology: goals, standards, and feedback. Emphasis is on the need for performers of tasks, their supervisors, and the organization as a whole to have the same goals and expectations, and how this is achieved through…

Discusses how those who learn basic human performance technology (HPT) skills can expand expertise in three directions: extended HPT (including generalist, project manager/integrator, and implementation specialist); specialized HPT; and HPT linked to related fields. Presents examples of applications of each alternative. (JKP)

Described back-end synthesis as the creation and integration of the secondary intervention required for efficient and cost-effective implementation of performance improvement programs. Involving analysis, design, evaluation, revision, and implementation, this process is related to front-end analysis, and a sample application in a performance…