A preliminary investigation into applying the NPTRL course design procedure to a ship's repair party training program is reported. A training system was developed for repair party training which was workable and produced readily detectable improvements. The procedure proved adaptable to shipboard conditions. Most problems of shipboard training…

The author describes the approaches an organization can take to improve its supervisors' performance through training. Three major inhouse approaches for training supervisors are explored: selected reading, on-the-job coaching, and classroom programs. The article also includes a suggested reading list and a sample training reaction sheet. (CT)

Training managers discuss aspects of their job that must be learned on the job, rather than in training. Examines the value of line managers, the goals of the training director, the responsibility for management education, and the ideal training department. Examples are presented from various companies. (CT)

Discusses the advantages and disadvantages of supervisory training provided before, during, or after promotion; supervisory coaching; the supervisory tryout; and optional courses. The author also recommends six essential points to include in a training program: job duties, policies and procedures, employee familiarization, attitudes and…

Assessed the effects of observers and videotaped replays of each rehearsal attempt on accurate reproduction of a model's performance as part of a behavior modeling training program designed to teach 36 college students behaviors for doing on-the-job training. Results revealed that one observer and videotaped feedback enhanced reproduction scores.…

One practitioner's experience in setting up on-the-job training in Saudi Arabia is described, including training materials, cultural environment, and the Saudi work ethic. In a related article, off-duty life for Americans is discussed, including dress for women and men, cultural aspects, and entertainment. (CT)

During the past three decades, empirically supported strategies have been demonstrated for the training of competencies - highly specific skills and behaviors that are needed to complete a critical job task. The present article reviews several examples of competency-based training in human service programs and provides guidelines for the…

This study seeks to define a method of designing work-linked training, based on day-to-day work practices and the collaboration between all those involved. From diagnosis to evaluation, no training is designed or given without considering the opinions and interests of the parties involved. The method used is based on action research (AR) and on…

This book describes a systematic method for producing instructional programs, courses, and materials that focus on human performance and how to improve it, not merely on training itself. It addresses such diverse topics as the following: how adults learn best, analyzing the training need, developing evaluation tools, delivering training courses,…

Training problems can be eased by classifying the work force into sectors and making plans to suit each group. Sectors treated in the article include: managers and supervisors, industrial relations specialists, employee representatives, and apprentices and young employees. (MW)

A study was conducted to assess engineers' perceived levels of communication effectiveness, the degree and type of their communication training, and their perceived need for and willingness to receive additional communication training. Questionnaires were mailed to 400 members of the Institute of Electrical and Electronic Engineers. Analyses of…

The safety training provided within Reed International Limited and its relationship to production operations are outlined, demonstrating that safety works when management is committed to it on both humanitarian and economic grounds. (MW)

Four papers were presented at a conference dealing with the objectives and problems of operational context training (OCT) sponsored by HumRRO in June 1958. The first paper (by William McCleland) outlines the objectives of the conference and its general goals. The second paper (by Arthur J. Hoehn) describes the use of operational context training…

Reviews the area of on-the-job training or retraining as a helping relationship between supervisor and subordinate and gives three basic requirements for effective interaction: (1) on-the-job training involves both the supervisor and the employee, (2) the supervisor must create a climate a trust, and (3) the supervisor must be a good listener. (MF)