The Training and Development SourcebookLloyd Baird, Craig Eric Schneier, Dugan Laird Human Resource Development Press, 1983 - 381 من الصفحات |
من داخل الكتاب
النتائج 1-3 من 73
الصفحة 19
... planning so much that the participants feel hurried . 7. Allocate Staff Responsibility Generally , all staff members participate in the first session , and all should be visible . Planning the opening session often takes a large portion ...
... planning so much that the participants feel hurried . 7. Allocate Staff Responsibility Generally , all staff members participate in the first session , and all should be visible . Planning the opening session often takes a large portion ...
الصفحة 141
... Planning ( PP ) In the Precision and Planning ( PP ) exercise , training was administered on how to work with an ortho- graphic drawing to produce an object . The evaluation involved fabrication of an object depicted on a second ...
... Planning ( PP ) In the Precision and Planning ( PP ) exercise , training was administered on how to work with an ortho- graphic drawing to produce an object . The evaluation involved fabrication of an object depicted on a second ...
الصفحة 148
... planning . Career Planning Recently an extra day was added to the participants ' agenda for career - planning purposes . After three in- tense days of working together as a group , including completing peer evaluations and having ...
... planning . Career Planning Recently an extra day was added to the participants ' agenda for career - planning purposes . After three in- tense days of working together as a group , including completing peer evaluations and having ...
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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طبعات أخرى - عرض جميع المقتطفات
The Training and Development Sourcebook <span dir=ltr>Craig Eric Schneier</span> معاينة محدودة - 1994 |
عبارات ومصطلحات مألوفة
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