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Preparing Useful Performance Indicators.
Kaufman, Roger – Training and Development Journal, 1988
Performance indicators specify the measurable evidence necessary to prove that a planned effort has achieved the desired result. They have two uses: to identify what should be accomplished, and to provide criteria for determining success or failure. (JOW)
Descriptors: Job Performance, Measures (Individuals), Personnel Evaluation
Train Right or Don't Train at All.
Napier, Nancy K.; Deller, John – Training and Development Journal, 1985
A program to train bank operations supervisors to conduct quarterly informal performance appraisals involved three modes: content-only training, content-plus-procedure training, and no training. While content-plus-procedure was predictably the most satisfactory, content-only, because it lacked a practice component, was less effective than no…
Descriptors: Job Performance, Personnel Evaluation, Program Effectiveness, Supervisors
A New Look at Learner-Controlled Instruction.
Cox, John H. – Training and Development Journal, 1982
Describes a strategy-based learner-controlled instruction model. Strategies involve predetermining training results; recognizing the prior experiences of employees; using the real work world in training; evaluating actual performance; providing immediate and continuous feedback to employees; self-paced training; and self-managed training. (CT)
Descriptors: Adult Learning, Independent Study, Job Performance, Personnel Evaluation
An Easier Look at Performance Appraisal.
Beaulieu, Rod – Training and Development Journal, 1980
Examines five potential problems concerning performance evaluation, including (1) personnel managers' organizational knowledge and where the employee fits in that organization; (2) how managers prepare performance standards; (3) how managers identify employee competence; (4) how performance standards are measured; and (5) results of performance…
Descriptors: Employer Employee Relationship, Evaluation Criteria, Job Performance, Personnel Directors
Creating a Performance Management System.
Schneier, Craig Eric; And Others – Training and Development Journal, 1986
The authors demonstrate the comprehensiveness of a performance management system and why it isn't just performance appraisal anymore. They discuss choosing performance appraisal measures and standards, communicating performance expectations, planning for performance, monitoring and controlling performance, appraising performance, providing…
Descriptors: Decision Making, Feedback, Job Performance, Management Systems
Evaluating Training via Multiple Baseline Designs.
Brown, Mark G. – Training and Development Journal, 1980
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)
Descriptors: Data Analysis, Data Collection, Employee Attitudes, Evaluation Methods
HRD in "Z" Type Companies.
Anderson, Robert; Anderson, Kathleen – Training and Development Journal, 1982
Describes the "Z" type training methods used in Japan. This training emphasizes interpersonal relations, long-term development, participative relationships, ability to perform several jobs, and individual patience and tolerance. (CT)
Descriptors: Career Development, Decision Making, Employee Attitudes, Employer Employee Relationship
A Question of Performance. Part 1: The PROBE Model.
Gilbert, Thomas F. – Training and Development Journal, 1982
Describes the PROBE Model which profiles worker behavior and reveals problems to be overcome. Discusses the six facets of behavior and the two categories of behavior and how they all work together. (CT)
Descriptors: Behavior Patterns, Behavior Rating Scales, Behavior Theories, Employee Attitudes