The objective of this paper is to examine the attitudes of administrative leaders and administrative employees concerning the training courses provided, as well as the impact of training on employee job performance at Yarmouk University in Jordan. The study is carried at a Malaysian small and medium enterprise (SME). Findings indicated that…

Supercharged. High-performers. Leaders of the pack. This article presents "Training" magazine's 2012 Top Young Trainers--those high-potential training professionals who are on the fast track to success. For the fifth year, "Training" magazine is pleased to recognize the outstanding talents, accomplishments, and leadership exhibited by 40 learning…

Purpose: This paper's objective is to test the main effect of negotiation training-level on acquiring negotiation skills. Training level refers to the time a trainee spends in a negotiation training course receiving the standard style and methods of training. Negotiation skills are manifested through trainees' performance after receiving training.…

This article questions commonly held beliefs about training as a component of performance improvement solutions. Rather than being based on theoretical and empirical support, many beliefs about training are based on little more than myth. Part 1 of this article presents myths about the relationship of training and performance and myths about…

Developed and illustrated a technique depicting the fit between training curriculum content and job performance requirements for three Coast Guard schools. Generated a listing of tasks which receive undue emphasis in training, tasks not being taught, and tasks instructors intend to train, but which course graduates are unable to perform.…

When managers apply the skills they learn, the techniques associated with leadership training often do not translate to improvements in employee productivity or in organizational productivity or profitability. (JOW)

This excerpt from "Managerial Engineering: Techniques for Improving Quality and Productivity in the Workplace" describes the development, objectives, and use of On-Error Training (OET), a method which trains workers to learn from their errors. Also described is New Joharry's Window, a performance-error data analysis technique used in…

Discusses the International Atomic Energy Agency's definition of competence for nuclear power plant operations personnel, how competence can be identified with intellectual, physical, and psychological attributes, how levels of competence are determined, how education, training, and experience establish competence, objectives and costs of training…

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…

Discusses the role of management in supporting employee training programs for performance improvement. How to identify training needs and develop a plan to support training are described. Promoting management involvement in training by linking training to the organizational plan and establishing an evaluation plan are discussed. (Contains two…

The Behaviorally Anchored Rating Scale (BARS) technique was employed with 16 dormitory resident assistants (RAs) to develop an RA job description. Results revealed that RA's generally preferred BARS to the existing job description. Procedural refinements and further uses for the BARS job description are discussed. (Author/RC)

This is the concluding part of an article published in the August 1983 edition. A number of arguments are developed to demonstrate the inadequacy of behaviorally defined objectives as a basis for curriculum planning. (SSH)

Discusses benefits of mentoring for the novice, the organization, and the mentor. Outlines key principles of successful mentoring: proper preparation; formal training; effective pairing of individuals; organizational support; time for reflection and evaluation; and follow through. (AEF)

Provides eight reasons why a trainer with an instructional technology background and an employee-centered focus on performance improvement should be involved in solving human performance problems. Abilities highlighted include: systematic thinker; systemic thinker; analytical; team player; excellent interpersonal and communication skills; knowing…

The author proposes a domain and definition for the human performance technology field. The proposed domain consists of three components: management functions, performance systems development functions, and components of human performance systems. He also discusses systems theory and professional practice and outlines implications for research,…