Presents 10 rules for effectively using graphs as performance improvement tools. Pie charts, bar graphs, cumulative graphs, and scatter diagrams are discussed, and a case study illustrates how setting goals and using graphs for feedback on performance can be effective. (LRW)

Discusses competencies that are needed by workers in today's organizations and explains the conditions that are needed for competencies to be used. Five basic competence groups are described: (1) job competencies, (2) interpersonal competencies, (3) background competencies, (4) organizational competencies, and (5) self-management competencies.…

Describes a unique performance appraisal method known as "behaviorally anchored rating scales" (BARS) which is especially useful for managers of instructional developers. Steps and procedures used to collaboratively construct BARS for a particular position are discussed, and factors to consider when planning any appraisal system are…

Summarizes limitations of current behavioral based employee management programs which rely heavily on reward and punishment techniques to maximize productivity; describes the new cognitive approaches which assume employees think about the meaning of rewards and punishments and act according to beliefs and expectations; and presents examples of…

Discussion of management conflict highlights differing job perceptions held by middle managers. The Malcolm Baldrige National Quality Assessment Program is described, and a management structure that requires members of each group to experience job perceptions and tasks of the other group is recommended for performance improvement. (Contains three…

Provides directions for conducting a workshop providing technical training in a large organization that links job performances to work processes. Organizational levels of performance are discussed; relationship maps and process maps are explained; and an example of a workshop for a software maintenance environment is presented. (two references)…

Outlines a 10-step process for designing performance improvement systems which is intended to reduce time spent on the project, to assure client approval, and to assure management support. Client participation with the consultant throughout the process is stressed as the key to success. (LRW)

Suggests job aids have motivational benefits and discusses three ways in which they positively affect motivation: increases worker's confidence of success and amount of effort they are willing to invest in attempting tasks; increases expectancy while decreasing amount of motivation needed; and reinforces task importance. (MBR)

Discusses five job behavior functions viewed as necessary for practicing performance-based thinking in instructional development activities. Functions examined include the abilities to plan to perform a job, execute a task, monitor or control execution, troubleshoot, and evaluate. (MER)

Argues that personnel departments should increase their involvement in promoting organizational performance and suggests the creation of a database of detailed performance information related to the alignment of people with their positions as an initial step. The contents and specific uses of such a database are discussed. (MBR)

Describes an operations audit as a means of reporting the effect of such interventions as training programs on organizational productivity; discusses the value of an accurate mission statement; describes an audit conducted to learn effects of management training programs at Lutheran General; and reviews steps and measurement techniques of…

A comparison of the performance of 10 employees using the current version of a Corporate Time Reporting Instruction and a revision prepared using Information Mapping (IM) indicates that subjects committed 54 percent fewer errors when using the IM version. Samples of both versions and evaluation forms used are included. (MER)

Discusses the use of hypermedia for performance improvement interventions in light of traditional approaches to computer-based training (CBT). Problems with CBT are discussed, hypermedia and hypertext are differentiated, links with data files are explained, hardware selection is discussed, and a comparison of hypermedia systems is presented. (LRW)

Discussion of effective performance supervision emphasizes measurability, communication, follow through, and revision, and provides a generic model applicable to a variety of supervisory settings. Highlights include observation and documentation of actual performance; communicating variance between performance standards and actual performance;…

Explains how to create job aids that employees will be motivated to use, based on a review of pertinent literature and interviews with professionals. Topics addressed include linking motivation with job aids; Keller's ARCS (Attention, Relevance, Confidence, Satisfaction) model of motivation; and design strategies for job aids based on Keller's…