ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1989.tb00388.x

出版商:Blackwell Publishing Ltd    

年代:1989

数据来源: WILEY

摘要:

ABSTRACTPlanning looks to the future. It can have several different intentions and frames of reference; (a) to pursue more economical ways and means to implement courses, activities, and jobs based on accepted purposes; (b) to seek ways to increase the efficiency of an entire educational system, including all of its parts (such as a curriculum, a school, a school system, or a state); and (c) to search for, and possibly create, a new and improved future set of realities and consequences. The first two approaches are basically concerned with increasing efficiency in reaching established goals. The third is holistic in intending to both improve current efficiency and help to create a better future. This article (a) identifies and defines these three major distinct (yet related) planning modes, and (b) discusses one educational research and development effort which intends to integrate them.

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1989.tb00389.x

出版商:Blackwell Publishing Ltd    

年代:1989

数据来源: WILEY

摘要:

ABSTRACTEducation is far too costly an enterprise to operate without precise indicators of the successes and consequences of educational interventions. Unfortunately, many educational economists and educators have resisted measuring the societal impacts of educational programs, options, and interventions because a reliable and valid metric did not exist for those consequences. This article explores alternatives to the metrics utilized thus far in measuring the individually oriented “preferences” used in the conceptualization of utility, and argues that a “hard” metric which would either monetize or impute monetary values for both individual and social outcomes is both possible and useful. Ahardmetric is one that is independently verifiable based upon values attributed to results. While any such metric will be both imperfect and controversial, we suggest that it is more desirable to attempt its development than to take the greater risk of pretending that one is not possible. Three alternative (and related) types of educational results are suggested: products, outputs, and outcomes. Possible results‐oriented indicators for each are suggested. These will serve as a basis for developing a useful hard metric for educationa

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1989.tb00390.x

出版商:Blackwell Publishing Ltd    

年代:1989

数据来源: WILEY

摘要:

ABSTRACTThis study examines types of indicators which can be used to determine societal impact and how these indicators can be applied by an agency to provide useful information to its program planners. Using theOrganizational Elements Modelas a framework for the study, this project sought to define what data should be collected by the Florida Division of Vocational, Adult, and Community Education to indicate the societal impact of vocational programs.

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1989.tb00391.x

出版商:Blackwell Publishing Ltd    

年代:1989

数据来源: WILEY

摘要:

ABSTRACTImproved organizational efficiency can only be accomplished if the employees within an organization have developed the skills, competencies, knowledge, and attitudes to perform at the highest possible levels. To a limited degree this can be accomplished via training, but employees develop the fundamental skills, competencies, knowledge, and attitudes related only to their current job. As a result, the organization is only indirectly impacted. This refers to themicroperspective of improved organizational efficiency.Organizational efficiency can also be accomplished through organizational development, but the individual employee is often overlooked during this process. Without employee commitment to improve efficiency, it will be short‐lived. This approach refers to themacroperspective of improved organizational efficiency.Both the micro and macro perspectives of improved organizational efficiency have their weaknesses. Thus, a combination of the two processes is necessary.Career developmentis that combination. Career development is a process which enables employees to develop beyond the fundamental skills, competencies, knowledge, and attitudes required for their present job assignments. It is a process which is focused on improving organizational efficiency while relying on the development of the individual employee. Performance improvement practitioners can provide learning activities which improve employees' skills, competencies, knowledge, and attitudes by viewing improved organizational efficiency from an individual (micro) perspective while remaining dedicated to the overall enhancement of the organization (macro).However, many performance improvement practitioners fail to see the connection between training and overall organizational development. These terms are often used interchangeably which leads to the increased confusion and misapplication of each process. It is necessary, therefore, to arrive at an acceptable definition in order to communicate effectively the intent as well as the similarities and differences of the processes. This will enable performance improvement practitioners to better understand the commonalities of each process. It is this understanding that serves as the basis of this article and the forthcoming recommendation

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1989.tb00392.x

出版商:Blackwell Publishing Ltd    

年代:1989

数据来源: WILEY

摘要:

ABSTRACTIn this study corporate decision‐makers used the Benefit Forecasting Method (BFM) to determine the expected financial benefits of a human resource development program. The decision‐makers' projections were compared to the actual benefit that resulted from an organization development program yielding between 11.1 to one and 16.4 to one return on investment in a two‐year p

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1989.tb00393.x

出版商:Blackwell Publishing Ltd    

年代:1989

数据来源: WILEY

摘要:

ABSTRACTOne aspect of human resources development in which performance technologists are frequently involved is the establishment of selection procedures and criteria. There is a trend toward increased use of standardized tests in the selection process. A performance technologist might be involved in the selection of, or development of, tests for screening of applicants. Alex L. Chew and John D. Morris in their article “Investigation of the Lollipop Test as a Pre‐Kindergarten Screening Instrument” provide a useful review of validation proce

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1989.tb00394.x

出版商:Blackwell Publishing Ltd    

年代:1989

数据来源: WILEY

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1989.tb00395.x

出版商:Blackwell Publishing Ltd    

年代:1989

数据来源: WILEY

ISSN:0898-5952    

DOI:10.1111/j.1937-8327.1989.tb00396.x

出版商:Blackwell Publishing Ltd    

年代:1989

数据来源: WILEY