Describes Merrill Lynch's Account Executive Simulation Exercise: a three-hour simulation designed to evaluate job applicants' potential for success as account executives from their performance in the role of an account executive. (CT)

Presents a model for developing a strategy for training evaluation, according to the purpose of the evaluation or who is being evaluated. (MF)

Attempts to present a methodology for evaluating potential for supervisory positions among a group of individuals labeled disadvantaged, by means of simulation exercises. (Author/DR)

With the recent government regulations and emphasis on validity of all instruments used for selection and promotion, it appears that testing programs such as that described in this article are going to be essential factors in establishing effective and acceptable assessment centers. (Editor)

Describes six practical ways of answering critical questions about the effectiveness of training. These evaluation methods are: (1) delayed treatment, (2) modified critical incident, (3) followup, (4) performance analysis, (5) time-series evaluation, and (6) cost-benefit analysis. (JOW)

Presents an evaluation design which, because of its simplicity and the ease with which the data collected may be analyzed, is ideal for use in the "real world" as a practical method for evaluating the impact of training on employee behavior. (CT)

Discusses the appraisal interview as a technique for assessing employee performance. It first covers the organizational benefits of appraising employee job performance; then, using an appraisal behavior model as the basis, describes four ways to conduct an appraisal interview, with emphasis on the most effective. (EM)

This last article in a series on a process for the evaluation of training programs covers the "implementation" phase. The article presents a dramatization of the decisions and actions involved in evaluating a supervisory training program, with a flow chart for the entire evaluation process and several rating figures. (MF)

After offering some possible explanations for the existing inadequacies in evaluating organizational training programs, the authors discuss several evaluation issues, particularly internal validity. Methods for overcoming evaluation inadequacies and the implications for better controlled evaluation designs are also covered. (EM)

Examines both the explicit and implicit assumptions behind the Kirkpatrick evaluation model. Attempts to demonstrate conceptually the danger of simplistic evaluation approaches and argues for rigorous evaluation designs. (CSS)

Describes the Minimal Acceptable Performance Standards (MAPS), which measures worker performance at Consolidated Edison Company. Steps in establishing standards are: to identify tasks to be performed, to establish behavior-oriented objectives, and to write items for lesson-plan content. Sample MAPS forms for a "job performance walkdown"…