Suggests four strategies involving training and education to keep abreast of changing job needs in high technology corporations: (1) the use of instructional design and computer based learning, (2) increases in the volume of technical staff, (3) enhancement of existing technical staff, and (4) improved on-the-job performance. Seventeen references…

Discussion of the strengths and weaknesses of various approaches to needs assessment is followed by a description of the five phases of the flexible composite needs assessment approach, START (Systematic Technique for Assessing Resources and Training/Development) for developing training programs within various types of organizations. (EAO)

Discusses three methods which trainers can use to justify the investment in training and reviews the literature to show both appropriate and inappropriate applications of these approaches. Return on investment, benefit-cost, and payback period methods are discussed and ranked according to management preference. Twelve references are listed. (MER)

Describes and discusses results of a survey of members of the American Society for Training and Development (ASTD) that was conducted to determine how employees learn informally when neither on-the-job or off-the-job training is provided. Implications for performance technologists are considered, and future issues for investigation are suggested.…

Examines certain common professional characteristics that unite instructional developers across a variety of settings, and addresses the question as to whether a strong case can be made for providing developers with a common approach to their training. (Author/MER)

Discusses how performance technologists, or trainers, can provide more impact in reducing field performance deficiencies by gathering feedback from the field regarding training matters. A feedback generator is described that is expressed in terms of an algorithm and helps point to solutions to improve productivity. (LRW)

Describes an adaptation of the Component Display Theory to a corporate training setting where the principal developmental effort was done by content experts. An overview of the Component Display Theory is included with a case study illustrating the application process. Examples of the resultant training products are included. (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)

Explains the changes in graduate business education as they relate to human resource development (HRD) and suggests that the HRD specialist can achieve professional growth through accounting, finance, economics, marketing, statistics, management theory training, and practical internships. (MER)

Suggests that academic programs need to further demonstrate that graduate courses and job experience can supplement each other in career development by specifying the applicable cognitive and psychomotor skills that can be developed and developing a closer relationship with the employment community. (Author)

This discussion of methods of selecting and training present and future staff in business and industry emphasizes importance of the incorporation of senior management's goals and objectives into the process. An example of a Functional Skills Rating Form for use in interviewing is included. (LRW)

Discusses results of a survey of trainers in midwest business and industry to identify the different data collection methods they used to determine job and task training needs as well as organizational and individual training needs within their organizations. (MBR)

Describes Merrill's content performance matrix in terms of content (facts, concepts, processes, procedures, and principles); levels of performance (recall and applying content in job-like context); and instructional methods that support each task on the matrix (information displays and practice exercises). (MBR)

Discussion of performance improvement systems in organizations highlights Gilbert's Performance Engineering Model and the Human Resources Model. The process of performance technology is described, the role of training within the performance improvement system is examined, and ways in which training benefits from a performance orientation are…

Discusses three task analysis techniques utilized at the Palo Verde Nuclear Generating Station to review training programs: analysis of (1) job positions, (2) procedures, and (3) instructional presentations. All of these include task breakdown, relationship determination, and task restructuring. (MBR)