If training is to make a real difference in the organization, we need an alternative to the vacuum of performance. A view exists that springs from two fundamental premises: (1) every individual operates in the context of a performance system and (2) improvements in performance will occur only if we understand the variables in that system. (JOW)

Provides empirical evidence that significant investment in work force development leads to increased shareholder value. Suggests that management should heed the evidence when considering cutting training and development budgets. Profiles 11 companies' stock performance and discusses their training and development initiatives. (JOW)

Limitations of accounting or budgeting practices can confuse a company's long-term investment in training and development. Companies disciplined enough to invest in their people can achieve significant long-term returns. (JOW)

Reports results from a 1987 survey of 2,830 readers of "Training," who are mostly industry-based trainers. Results indicate that salaries remained about the same as 1986, although bonuses were larger. Another finding indicates that the male/female salary gap is growing. (CH)

Analyzes the recent strong recovery of the seminar business, tracing it to renewed interest and the general economic recovery. Attempts to provide planning information for hardware, off-the-shelf materials, custom-design, outside services, and seminar/conferences budgets. (JB)

Discusses "career resiliency," a relationship in which the employer and the employee share responsibility for maintaining the individual's employability inside and outside the company. (Author/JOW)

The author argues that, as robots begin to take over more and more industrial tasks, the impact on human workers at all levels will increase geometrically and trainers will play a strategic role. (SSH)

The real retraining of the American work force will not come about through massive, federally operated job training programs. It will come about only when employers are able to look forward to a promising economic future that requires highly trained and motivated employees and that offers real jobs. (Author/SSH)

Describes how Docent, Hewlett-Packard, and Saba began country-wide training initiatives that targeted work force development; continuing education, and elementary education. Suggests that the challenges faced multiplied exponentially when dealing with Norway, the Philippines, and the Netherlands. (JOW)

The problems of meeting diverse needs, keeping training relevant, maintaining quality, minimizing administrative loads of course leaders, and keeping costs reasonable are discussed in this article dealing with the General Electric (GE) formen/supervisor program (FSP). Evaluation criteria for FSP course leaders and instructional modules are…

This article gives the dialogue from a roundtable training discussion which answered questions concerning organizational human resources development (HRD), with emphasis on the chief executive officer's (CEO) role. The participants, who were management consultants and leaders in the HRD field, contributed 20 questions (which are included) that…

Discusses the advantages and limitations of a one-person training department in a small organization. Suggests that going it alone is seldom easy, but gives some thoughts and ideas on how to match trainer's skills most effectively with the organization's needs. (WL)

Five organizations report promising payoffs from the scheme in which training becomes an adjunct to the selection and placement process. (WL)

The authors review the concept of andragogy and synthesize recent criticisms of this theory. The use of andragogical techniques in job training is discussed. The authors conclude that, despite some weaknesses, andragogy is important in that it makes the teacher sensitive to the needs and interests of the learner. (CH)

Japan Air Lines has developed a training technique called "unprogramed instruction" in which the trainees set up the schedule and training objectives with the instructor. Advantages and limitations of the self-directing method are presented. (MW)