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Training and Job Performance

You can download excellent powerpoint slides on HR management, business strategy and personal development HERE.

Just as eating is the only reason for cooking and providing transportation the only reason for making cars, so job performance change is the only reason for train¬ing. However, the training field is not characterized by high degrees of accountability or concern for job per-formance change. Managers demand sales, not selling activity and pro¬duction, not plant operation. Why then, do they generally demand training rather than job performance change?

Job performance change is not to be confused with behavior change. Striking the keys is the typist’s be¬havior; the memo produced is an as¬pect of job performance. Any time a trainee passes a test or masters a skill, his behavior undergoes a change, but the job performance may or may not change as a result. Continue reading →

Job Performance, Job Satisfaction and Pay System

You can download excellent powerpoint slides on HR management, business strategy and personal development HERE.

A lot has been written and claimed about the relationship among job performance, job satisfaction and pay. One theory suggests that contented workers, like contented cows, produce more of whatever they are supposed to produce than do discontented workers. Pay, on the other hand, has been an enigmatic part of the formula. Motivation Theorist Hertzberg claims that pay has a limited effect as a satisfier. Other researchers like Cherrington and Luthans claim money has more of an impact. At the extreme is CEO/author Richard Sloma, who says that there are only three keys to motivation and satisfaction— money, money and more money. Continue reading →

Organization Development : Theory and Practice

For too long and in too many quarters, organization development has been considered an extension of the psychological sideshows reported so dramatically in the popular press. The encounter movement permits people— or their employers—to pay for the privilege of enduring abusive indictments of their social and sexual selves. These days learning for adults seems to require getting “grounded” as the guru-for-the-day intones sonorously, “Now relax, and let your buttocks really feel the floor.”

You can download excellent powerpoint slides on HR management, business strategy and personal development HERE.

This mentality has distorted OD the way it tainted another valuable—and valid—educational technique. Is any¬one buying T-groups this year? Of course not. Because T-groups in the late sixties and the seventies weren’t the same educational medium spawned by Kurt Lewin and developed by Lee Bradford and a group of educators in the late forties. Continue reading →

Misconceptions about Motivation

What motivates people?” No question about human behavior is more frequently asked nor more perplexing to answer. Yet knowing what moti¬vates another person is basic to establishing and maintaining effective rlations with others. It is absolutely fundamental to the practice of management— the art of getting things done through people.

Our folklore in general—and especially in the world of training and employee development— abounds with contradictory maxims offered as descriptions of human nature and behavior. We say on the one hand, “You can’t make a silk purse out of a sow’s ear”; but we also point to the “Pygmalion Effect,” which demonstrates that our expectations about others can change-their behavior in significant ways. The weight of the evidence, in fact, inclines toward the latter view of behavior.

What follows are 10 “truisms” about motivation— and my explanations of why all are false. Continue reading →

Adult Training and Learning Style

How do adults learn? On their own mostly, or so suggests Alien Tough, professor of adult education, Ontario Institute for Studies in Education, Toronto. In an adult learning research review that appeared in a recent issue of Adult Education, Tough suggests that most adults are a) continually involved in some sort of a major learning project and b) involved alone.

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Managerial Achievement Quotient

One of the largest correlational studies of managers and management has recently been concluded and reported by Dr. Jay Hall and colleagues of Teleometrics International, a Woodlands, TX-based publisher and developer of psychological learning instruments. Hall’s study— actually a series of studies—compared test answers from a total of 16,000 high-, medium- and low-achieving managers on seven of TI’s test instruments.

You can download excellent powerpoint slides on HR management, business strategy and personal development HERE.

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