Behavior modeling has an inherent appeal to learners. They use the same methodology to learn interpersonal skills that they used to learn technical skills. They are shown what to do and have many opportunities to practice with immediate feedback. (JOW)

Discusses performance analysis, designed for use in an organization's training program. It is described as a technology which views organization performance as a function of the individual and the job environment, in which any modification of performance has to deal with both parts. Examples of the use and benefits of performance analysis are…

Looks at some of the realities of life with robots: robots aren't replacing entire shifts of workers; a robot is just a tool; regular plant personnel maintain robots; and job category and seniority dictate who is trained to maintain robots. (CT)

Discusses the ninth annual survey of human resource development personnel to determine how much they budget for training expenses, the types of training those dollars create, how courses are delivered, and so on. Creates a comprehensive picture of training and development in 1990 and provides a yardstick against which to measure an organization's…

Discusses the 45 billion dollars that is spent on training by organizations with 100 or more employees. Addresses who will receive the training, what will be taught, and who will design and deliver the training. (JOW)

The recession, reorganization of work, and total quality management are spurring emphasis on creativity training in the workplace. A wide spectrum of techniques are being used to influence the generation of new ideas, although documentation of the benefits is difficult. (SK)

Goals of diversity training may be compliance, harmony, inclusion, justice, and transformation. Effective programs are predicated on leadership support, authentic training strategies, and alignment with the organization's goals. (JOW)

Presents results of the 16th annual survey of workplace training and development in the United States (1,559 responses from 15,000 Training magazine subscribers). Includes information on training budgets, curricula, delivery systems, and other aspects of training and development. (JOW)

"Generation Next" are the 68 million people born between 1977 and 1994. They are the first generation that has grown up with such technologies as computers, the Internet, compact disks, and microwaves and they have more education than previous generations. They will have an effect on trainers and training methods in the workplace. (JOW)

Discusses ethics training in terms of expected outcomes, contribution to the organization, value, effectiveness, and evaluation methods. Addresses what is known about ethics training, the renewed emphasis on ethics, and what works. (JOW)

Managers look at online training as an activity that should be done "off time" whereas employees still think of it as something to be done during working hours. No valid study has shown that online delivery reduces learning time. A better understanding of learning needs must be considered before requiring online training. (JOW)

One practitioner's experience in setting up on-the-job training in Saudi Arabia is described, including training materials, cultural environment, and the Saudi work ethic. In a related article, off-duty life for Americans is discussed, including dress for women and men, cultural aspects, and entertainment. (CT)

Special section includes "World Wide Weeds" (Ann M. Bauer), about trainers as webmasters; "Get the Picture?" (Frank Jossi)--the role of digital video in computer-based training; and "The Reluctant Executive" (Anne K. Fredrickson), how to get administrators into the information age. (JOW)

Presents survey data based on 2,104 responses (9%) from Training Magazine subscribers. Special section includes "Training Budgets,""Where the Training Dollars Go,""Information-Technology Training," and "Training by Computer." (JOW)

The 2000 industry report data are based on 1,347 responses from 3,026 qualified respondents (44.5 percent). The report includes annual expenditures on employee training, training methods, and who controls, benefits from, and delivers training. (JOW)