Presents a situation by response model that enables trainers to organize and simplify the planning, training, and application of making appropriate response choices. The discussion covers the possible uses of the model and the necessary steps involved in the creation of the model. (CLB)

Discusses tasks, resources, and feedback, the three basic elements in the architecture of learning systems; analyzes these elements in relation to on-the-job learning; and discusses interventions to improve these processes and provide a positive contribution to the productivity of the organization by helping people learn. (MBR)

Describes a systematic approach to training needs identification that is directly tied to changing organizational events and performance requirements. The discussion includes nine questions which address performance expectations. (JJD)

Provides suggestions for instructors on how to effectively motivate training class of hostile students. Principles of learning and motivation, lively training introduction, good instructor example, a motivating message, making learning reinforcing, separating feeling from knowledge, motivating with student action, and recognizing students'…

Discusses the importance of the selection and evaluation of suitable software packages that will fit naturally into the organizational structure and existing jobs and the role of the training professional in the assessment of training needs and evaluation of training materials supplied by software vendors. (EAO)

Discusses the need to develop ways of measuring the cost effectiveness of investment in employee training. Examples of employees with various training needs and their possible impact on the organization are presented, the replacement of humans with machine intelligence is discussed, and the application of performance technology is suggested. (LRW)

Provides worksheet that can be used to calculate the costs of a complete training intervention, a needs assessment, an evaluation of a specific program, media production, or job aids. Developed in response to the General Motors Great Job Aid Contest, this aid includes a glossary of terms. (LRW)

Explores the nature of the differences between end-of-training behavior and job behavior, the means by which end-of-training behavior is produced, and ways to minimize problems with the transfer of learning from off site training programs to the job. (Author/LLS)

Describes how trainers can promote trainee flexibility and increase the effectiveness of their instruction by using skill related, principle based rules. Highlights include skill performance variables; analyzing skills to derive principles; converting principles into rules; and how to integrate principle based rules into skill instruction. (LRW)

Describes a longitudinal project in which organizational behavior management (OBM) procedures have been applied to improve performance of plant employees, increase sales of contract furniture, accelerate response time to customer inquiries, increase orders processed, and reduce processing errors at Krueger, a contract and institutional furniture…

The method for modifying existing training courses for international students that is described includes conducting audience and needs analysis; matching audience needs to existing course objectives; and material modification. Specific modifications helpful in redesigning course materials are discussed. (MBR)

Addresses the concept underlying Job Performance Aids, (JPAs), reviews research which has been done on JPAs, and describes how they are currently being used. An innovative approach for using computers to assist in improving job performance in the Navy is described, and 11 references are listed. (MER)

Describes instructional development process applied to the design, production, implementation, and evaluation of a computer simulation designed to provide troubleshooting practice for individuals who maintain and install large digital telephone switches. The major organizational benefits resulting from use of the simulation are discussed. (MBR)

Describes a program through which employees were assigned to positions other than their own for job training purposes. The benefits of such a cross-training program, factors that should be considered prior to program planning, a model for effective implementation, and follow-up to promote retention of new job skills are covered. (KRN)

Describes the systematic design and implementation of a training program aimed at improving the performance of retail salespeople in the Canadian carpet industry. It was found that, although the program was originally developed to improve the salespeople's knowledge and skills, it was changes in their attitudes that promoted the significant gains…