Discusses the design of a performance management system that not only enables managers to solve performance problems, but also enables human resource development specialists and staff to provide a useful tool and a successful program. (CT)

Describes how a Xerox business group, in designing a program for its engineers' development, faced the following major issues: competition, changing technology, maturing technical population, shorter product development cycle, unit manufacturing cost, and quality. Also discusses committing line management, paying for school, continuous training,…

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)