Identifies human performance (HP) models of five prominent human performance technology authors; contrasts the models with each other; combines elements into a new model; and discusses how the model can be used to help assess performance problems and explain HP to clients at three different levels. (LRW)

Describes a five-step approach to performance management which includes (1) redefining tasks; (2) identifying skills; (3) determining what development tools are necessary; (4) prioritizing skills development; and (5) developing an action plan. Presents a hiring model that includes job analysis, job description, selection, goal setting, evaluation,…

Describes how two methodologies for analyzing and improving performance--performance engineering and organization mapping--were used in a case study involving the purchasing department of an electric utility. Highlights include the establishment of a model of the desired results, measuring existing performance, and the designing of an improvement…

Summarizes limitations of current behavioral based employee management programs which rely heavily on reward and punishment techniques to maximize productivity; describes the new cognitive approaches which assume employees think about the meaning of rewards and punishments and act according to beliefs and expectations; and presents examples of…

Reviews the traditional formative evaluation model used by instructional designers; summarizes Kirkpatrick's model of evaluation; proposes the integration of part of Kirkpatrick's model with traditional formative evaluation; and discusses performance-context formative evaluation. (three references) (LRW)

Examines factors influencing goals set prior to recruit training, the relationship between such goals and subsequent performance, and factors influencing the goals set after entering the Marine Corps. Findings suggest that attrition will decline if individuals receive a more realistic account of recruit expectations. Five references are listed.…

Outlines an approach to curriculum development that stresses a competency-driven framework including competency identification, curriculum development, and performance measurement, as well as a component-based approach to educational development and training asset management. Set in a professional services firm, the framework could serve as a…

Discusses a shift in career paths from instructional technology to performance technology and describes steps to take to become more aware of the performance technology process. Differences in the design phase of the processes are described, and models that identify areas which can be affected by human performance problems are presented. (LRW)

Discussion of effective performance supervision emphasizes measurability, communication, follow through, and revision, and provides a generic model applicable to a variety of supervisory settings. Highlights include observation and documentation of actual performance; communicating variance between performance standards and actual performance;…

Explains how to create job aids that employees will be motivated to use, based on a review of pertinent literature and interviews with professionals. Topics addressed include linking motivation with job aids; Keller's ARCS (Attention, Relevance, Confidence, Satisfaction) model of motivation; and design strategies for job aids based on Keller's…

Focuses on three areas that can affect how well a consultant serves the client: (1) decisions, including decision making, decision makers, and lines of communication; (2) illusions, including the need to address performance improvement; and (3) models, including defining, validating, and possibly changing the model. (LRW)

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…

Discusses the necessity of relating needs assessment and needs analysis in performance management. Topics discussed include measurable objectives; the identification and selection of needs; performance improvement; the Organizational Elements Model (OEM), which helps to identify means and ends; and training requirements analysis. (eight…

Discusses leadership behavior of managers and presents a model for leadership choice that dichotomizes bureaucratic and non-bureaucratic leadership behaviors. The power of managers is described in terms of both position status and personal influence, and the relationship between the manager's role and the needs of employees is discussed. (LRW)

Describes an instructional performance engineering model for changing ineffective instructional practices. The model postulates that attempts to change instructor practices should concentrate on instructional performance variables that can be directly influenced: information, instrumentation, and motivation. The model relates these variables to…