The second phase--planning phase--in a three-part training evaluation process for organizations, businesses, and/or industry is presented through dramatization and commentary. (Steps in this phase include design, organize, estimate cost, offer options and negotiate, and present findings.) A flow chart traces the entire training evaluation process.…

Reports findings of a survey of 12 major companies and 20 researchers and administrators to determine the importance placed on corporate training. Discusses which companies or divisions are using training, what factors affect or inhibit training, and policy considerations. (CH)

Article presents a progression training model as a possible approach for minimizing the conflict that often emerges between superiors and subordinates when management by objectives programs are initiated. (GB)

Analyzes the impact of metric conversion in the United States on the training and development function. (Author/RK)

Charges that there are few studies linking training with observed organizational change. (DS)

A report on a training planning process with measurement at both input and output stages that has a built-in feedback which allows it to be self-evaluating. (RB)

Deals with the need for an accurate and careful selection of training materials by the use of a check list. (EK)

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…

The first of a ten-part series developed to help instructors conduct training programs more effectively. Covers establishing objectives, identifying the participants, selecting a facility, preparing teaching materials, and keeping records. Includes a preparation and planning checklist. (EM)

The author provides a description of industrial training for 1974 in terms of training techniques, course development, and facilities for training. That description is presented in terms of a letter written in 1974, placed in a time capsule, and reviewed in the year 2024. (KP)

Author suggests methods for professionalizing training and development in industry. (RK)

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

The author argues that curriculum design requires viewing the whole fabric of management training in its totality; individual training programs are created from this perspective. The challenge in this case is to build a coherent plan that will provide structure and unity to the whole management training program. (Author/SSH)

Skillful instructors in combination with well-designed and appropriate training programs are critical links in improving employee performance and increasing organizational productivity. Training directors use a variety of strategies to prepare competent, confident, and resourceful instructors. The author presents the essential factors to be…

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)