The Training and Development SourcebookLloyd Baird, Craig Eric Schneier, Dugan Laird Human Resource Development Press, 1983 - 381 من الصفحات |
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الصفحة 112
... OBJECTIVE Given the day's outgoing mail , process it according to the job description . ENABLING OBJECTIVES 1. Upon completion of this unit , you 112 ESTABLISHING TRAINING AND DEVELOPMENT OBJECTIVES Develop Enabling Objectives by R Ribler.
... OBJECTIVE Given the day's outgoing mail , process it according to the job description . ENABLING OBJECTIVES 1. Upon completion of this unit , you 112 ESTABLISHING TRAINING AND DEVELOPMENT OBJECTIVES Develop Enabling Objectives by R Ribler.
الصفحة 114
... objectives are adaptable . ( The trainer and participants should keep in mind that objectives can change . Participants usually respond favorably to objectives that are flexible . ) Objectives that are open to change are changed less ...
... objectives are adaptable . ( The trainer and participants should keep in mind that objectives can change . Participants usually respond favorably to objectives that are flexible . ) Objectives that are open to change are changed less ...
الصفحة 116
... Objectives by Donald Kirkpatrick KNOWLEDGE OBJECTIVES In supervisory training , we are frequently trying to accomplish knowledge ... Objective 116 E Determining Supervision Training Needs and Setting Objectives by Donald Kirkpatrick.
... Objectives by Donald Kirkpatrick KNOWLEDGE OBJECTIVES In supervisory training , we are frequently trying to accomplish knowledge ... Objective 116 E Determining Supervision Training Needs and Setting Objectives by Donald Kirkpatrick.
المحتوى
Section I | 3 |
Guide for Designing Training Programs | 18 |
How to Determine the Training Needs of Your SupervisorsWhen | 49 |
حقوق النشر | |
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The Training and Development Sourcebook <span dir=ltr>Craig Eric Schneier</span> معاينة محدودة - 1994 |
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achieve activities analysis apply appraisal approach areas assessment center B.F. Skinner behavior career development change agents competency control group cost course determine Development Journal discussion effective effort employees environment evaluation example experience external validity factors feedback Figure function goals gram human resources identify impact important improve individual input instructional instructor involved job rotation knowledge learner learning theory Malcolm Knowles managerial mance materials measures ment methods objectives organization development organizational outcomes participants performance performance appraisal person personnel planning present problems procedures productivity question recipients reinforcement Reprinted response rights reserved role selection session situation skills social learning theory specific staff strategy supervisors supervisory training task task analysis techniques tion tive top management training and development training director training needs training program transfer transfer of learning variables workshop