Compares the cost factors of on-the-job training and formal classroom instruction and describes situations in which each method would be cost-effective. (SK)

This document was produced by DBM Consultants, who provided the research on Susanne Wood's report "Fully On-the-Job Training: Experiences and Steps Ahead." It contains the appendix: Stage 3--CATI Questionnaire for Fully On-the-Job trainees/apprentices and is provided as an added resource for further information. [Full Report available at ED493985.]

A brief description of a skills training course that used videotapes for research too.'' (Editor/AK)

Provides some simple principles and an easy to use information format to substantially increase the effectiveness of on-the-job training. (AN)

Describes a program using face-to-face confrontation, role training, and other problem solving activities to equip supervisors for effective communication, counseling, and personal involvement in the training of the hard core unemployed. (LY)

In July 1968, the First National City Bank in New York (Citibank) received a government contract to train the disadvantaged by providing orientation, counseling, job related education, supervisor training, child care, transportation, and some medical and dental care. The Job Opportunities in the Business Sector Program (JOBS) stipulated pay of $70…

Article from TRAINING TECHNOLOGY, v1 n1 pS29-S31, Sep 1969, a supplement to EDUCATIONAL TECHNOLOGY.

Briefly describes a model of inservice teacher training that emphasizes the importance of coaching support for teachers who are implementing new teaching skills in their classrooms. (Author/RH)

Employers pay higher starting wages to workers requiring less training, but do not give lower starting wages to workers requiring more training. Employers appear to pay most of the cost of and reap most of the returns to training. (SK)

Seven case studies of Dutch organizations were used to analyze the relationship between organizational characteristics and types of on-the-job training (OJT) using contingency theory. When the type of structured OJT corresponded to the type of organization, the probability of effectiveness was greater. (SK)

Includes three brief essays that offer practical pointers for managers who handle training for their organizations. Highlights include a training function checklist for executives; questions executives should ask about training; and the cost of unstructured, informal on-the-job training. (LRW)