The contingency approach applied to the selection of training methods (based upon five independent variables: cost, training objectives, time, class size, and learning principles) holds considerable promise for adding objectivity to training decisions and assuring the choice of appropriate training techniques. (Author/BP)

Describes and analyzes an action research" method for identifying and solving intergroup social problems. (Editor)

The project training design presented is an integrated approach to management development aimed at optimizing the transfer of training back to the work situation. This design combines some of the effective elements of classroom learning and job-based learning systems. (KP)

"Critique" is the term applied to learning from direct experience. Critiqube, a model of critique, is discussed according to its dimensions; the attributes of direct experience (people, process, procedure, product, and performance); critique techniques (inspection, simulation, participant-observation, and strategic assessment); and management…

The author states that many career development programs lack strategic attention to one or more system components in the model composed of content, process, and structure. He discusses how to fit career development activities into a model that addresses each component. (CH)

The author presents suggestions concerning the use of video in training programs. Suggestions involve viewing angles, use of humor or animation, models, subtitles and repetition, note taking, feedback, number of viewers, visual and auditory distractions, and use of data. (CT)

Presents a study which looked at the ways in which managers affect employees' careers. The study resulted in the formation of a proposed schedule for a training program and a career planning process model. The authors also suggest a possible set of feedback guidelines. (CT)

Sales training programs require continual evaluation. The authors present a conceptual model of the interrelationships of planning, training, evaluation, and modification (IPTEM) in corporate sales training programs. (CT)

Suggests using Kirkpatrick's four-point framework to design evaluation of training programs. The points are (1) trainee reaction to the course, (2) trainee learning, (3) trainee behavior on the job, and (4) organizational results. (CH)

Discusses four approaches to assessing training effectiveness and efficiency: resource requirement models, life cycle models, benefits models, and productivity models. Examines different ways of addressing the cost/benefits issue which could be useful in a particular training situation. Each model is analyzed in detail. (CT)

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

Examines problem areas of training needs analysis (TNA), first by presenting a model of the TNA process, then by listing sources of data available for TNA (based on an analysis of the literature), and finally by proposing a method of choosing appropriate data-gathering techniques for TNA. (CT)

Various types of human resource accounting systems are described and analyzed: asset models, expense models, the utility formula, cost/benefit analysis, and a comprehensive program design. Steps in this last design (e.g., review all jobs in the organization, analyze training needs for targeted jobs, determine training programs that have the…

Article describes a specialized organizational development program designed for total integration in the training effort. (Author/MM)

This article provides a flexible systems approach model for planning programs that includes seven steps: (1) assessing needs; (2) establishing priorities and responsibilities; (3) selecting goals and objectives; (4) allocating resources; (5) selecting teaching techniques; (6) evaluating outcomes; and (7) determining effectiveness. (JOW)