This evaluation study illustrates several ways of measuring post-training job performance, a variety of measurement problems, and the impact of evaluation upon administrative decisions. Measurement problems are discussed in terms of six dimensions. (Author)

The training literature assumes that formal training is concentrated at the beginning of employment. Examination of the relationship between tenure and the probability of receiving training found that a substantial amount takes place later and therefore may be given to workers less likely to change jobs. (SK)

Presents the views of three persons (a coeditor, a high school student, and a teacher) involved in publishing "English Quarterly" on what is involved when collaborating on a scholarly journal and participating in a career internship program to help with the publishing work. (PA)

A study shows little congruence between in-company continuing training and the following objectives of a European Commission white paper on lifelong learning: encouraging acquisition of new knowledge, bringing school and business sectors closer together, combating exclusion, developing proficiency in languages, and raising investment in training…

The Ford factory in Cologne, Germany, uses a variety of flexible learning methods to enable unskilled and semiskilled workers to acquire vocational qualifications. Methods include tutorials, simulations, micro worlds, and hypermedia databases. (SK)

Examines the nature of journalism and describes career paths. Details the development and training available and highlights characteristics of a good journalist. (JOW)

Examines the role of peer coaching in effective in-house staff training programs. Guidelines to the initiation, monitoring, and evaluation of coaching programs are offered, and the benefits of this approach for staff and clients are discussed. (nine references) (CLB)

Raher than bemoan the lack of leadership potential among younger employees, McDonnell Douglas Corporation has embarked on a comprehensive strategy of on-the-job development for staff members at all levels of the organization. Three types of rotational training are being used to address corporate, functional, and intracompany needs. (Author)

Discusses a broad spectrum of role expectations and negative assumptions thrust upon the communications consultant hired to teach business communication to adult employees of companies. Suggests useful tactics to deal with these behaviors. (SR)

Discusses government training programs in Canada and how they might be improved; the need for a more comprehensive training strategy; and apprenticeship and on-the-job training programs. (JOW)

Describes a South African project to develop an on-the-job training program combining education with productive, income-generating work in inner-city Johannesburg. Discusses partnerships, recruitment, and evaluation. (SK)

In addition to regular training, workers learn from and during work itself. Organizational change affects the learning potential of jobs. The challenge consists in integrating personal development and organizational development. (SK)

Argues that, when technical publications and technical training departments work together, writers learn from trainers about the users, trainers get help in producing training materials, users get integrated training and technical manuals, and the company displays a unified approach. (SR)

Two approaches to work organization in the auto industry were compared: (1) the German model of apprenticeship and skilled production workers; and (2) the Japanese model of continuous on-the-job training and flexibility. The Japanese model may be better for British companies given the current labor market situation. (SK)

Peer training in the workplace can be effective if it is structured; if trainers are carefully chosen, trained, and rewarded; and if transfer of training is supported. Peer training has the advantages of credibility, speed, and cost savings. (SK)