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)

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.…

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)

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 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 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…

Examines similarities between performance technology and instructional technology, including a systems approach, reliance upon analysis, theoretical antecedents, causes of performance problems, and anticipating obstacles to the introduction of innovation. Goals, target, activities, deliverables, domain, vision, and futures are compared; and the…

Presents a decision model for selecting interactive media formats to solve human performance problems in organizations. Training problems and motivational problems are discussed, change strategies and assessment of values and aptitudes are described, and case studies that apply the decision model are included. (LRW)

Discusses the role of teacher achievement and recognition in job satisfaction, and describes a mini-grant incentive model that offers teachers opportunities and incentives for achievement and recognition through increased responsibilities and expanded opportunities for development. The application process, implementation phase, and evaluation…

Discusses five ways to make goal setting effective: set difficult and specific goals, monitor results, reward performance, participate in goal setting, and challenge individual self-confidence and goal dissatisfaction. A model showing internal and environmental factors related to performance and a list of management strategies for enhancing…

Describes a performance engineering model used to design an effective implementation system for a supervisory training program. Highlights include a discussion of management participation, an implementation planning matrix, a flow chart of the implementation process, and a form for field trainer follow-up. (LRW)

Presents a model for evaluating performance-based instruction that is intended for use by human resource development/performance technology professionals. Highlights include goal setting; program design and implementation; evaluating the use and impact of training; instructional tasks, including sequencing; quality of student products; and…