Article shows how programmed learning can be a very effective method of training casual workers in a process industry. (Editor)

Reviews the history and theory of evaluation of management training and development. Assesses the state of the art of evaluation techniques and instruments, discussing how the focus, scope, and purpose of evaluation affect the choice of method. Presents a systematic model of evaluation and a model of results-oriented human resource development.…

The article recommends (1) the formulation of course objectives and valid measuring instruments for evaluation and (2) the determination of training needs. The solution is a four-step procedure to identify: parameters for ranking training needs, types of training programs needed, criteria for evaluation, and ways training contributed to…

In the development of a model for evaluating media for the handicapped, it is found that mere recognition of numbers is not sufficient preparation for training primary level educable mentally retarded (EMR) children to respond meaningfully via an automated response system. This study, based on the findings of a previous investigation, attempted to…

This fourth annual review of employee training activities throughout the Federal Service is derived from information provided by agencies in their annual training reports to the Civil Service Commission for fiscal year 1970. Major sections of the report are: (1) Progress Toward Significant Training Goals, (2) Agency Training Activities, (3)…

The Training Effectiveness Evaluation system provides three categories of tools for planning evaluation of industrial training programs, gathering the needed information, and reporting it. These categories are (1) satisfaction, (2) learning, and (3) performance. (CH)

Reports the results of survey conducted among private employers and personnel managers in Birmingham, Alabama. (MB)

The authors state that employers need to adopt a preventive orientation with respect to stress management and stress training. They examine the costs of stress, the stressed employee, the structure of a stress management program, training objectives, skill acquisition, sources of stress, learning new skills, feedback, and program evaluation. (CT)

Explains why some programs fail to prove themselves in evaluations yet have substantial benefits. Documents a method of administering self-reports, pre-then-post testing that helps to eliminate response-shift bias. (Author)

The trained counselors performed with consistently greater proficiency than did controls on measures of problem assessment and intervention. The results encourage the continued development of both the intervention model and counselor-training efforts. (Author)

BASED ON THE ASSUMPTION THAT TRAINING PROGRAMS ORDINARILY INVOLVE BOTH BENEFITS (ADVANTAGES) AND COSTS (DISADVANTAGES), THIS ARTICLE DISCUSSES THE FORM OF SUCH EFFECTS IN THE MANPOWER TRAINING AREA, AND PRESENTS SOME SUGGESTIONS REGARDING MEASUREMENT METHODS. THE NEED TO EVALUATE TRAINING PROGRAMS IN TERMS OF THEIR EFFECTS ON EFFICIENCY OF…

The report discusses four steps in the systematic development of human resources through training--specifications of training objectives, input control (trainee selection), training procedures, and output control (proficiency measurement). It then considers their implications for conducting training programs and training research. A primary…

This first article in a series on a three-part process for the evaluation of training programs covers the "focus" phase, in which the evaluator establishes the extent and objectives of the evaluation. The following are included: Dramatization of a training program evaluation, the flow chart of the entire process, and a description of the…

Information from job analysis can be used to establish training objectives, to identify skills needed for the job, and to design performance tests. Methods of job analysis to yield necessary information for the creation of effective training programs are outlined. (MF)