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Contents

A Context for Performance (Results) Based Training

  1. Embracing evaluation
  2. Information is not Instruction!
  3. Blended Learning vs. Blundered Training
  4. web site: The Encyclopedia of Educational Technology

Learner-Centered Delivery Skills and Systems

  1. Practice Makes Performance
  2. Certified Performance Technologist
  3. Know thy learner: The importance of context in e-learning design
  4. web site: Big Dog's Bowl of Biscuits

Delivery Skills that Facilitate Performance

  1. E-Learning 101: Tips to make e-learning stick
  2. Applying Cognitive Strategies to Instructional Design
  3. web site: William Horton Consulting
  4. web site: The MASIE Center

The Importance of Feedback, Reinforcement, and Motivational Incentives

  1. The Ten Ironies of Motivation
  2. Instructional Design: Does it really matter?
  3. web site: Thiagi.com
  4. web site: The Bob Pike Group

Using Media-Based Delivery Systems

  1. Designing web-based telemedicine training for military health care providers
  2. Evaluating WBT: Seven lessons from the field
  3. web site: United States Distance Learning Association
  4. web site: ElementK

Selecting Methods That Compliment Delivery Systems

  1. When Choosing Training, the Medium Depends on the Message
  2. Re-Visioning Instructional Design
  3. web site: The Training Oasis
  4. web site: The eLearning Guild

Evaluation Related to Training Delivery Systems

  1. Challenges inherent in designing any evaluation
  2. Selecting and implementing computer-based training
  3. Does the delivery method matter?
  4. Training for the long run

Emerging Trends in Instructional Delivery Systems

  1. Online distance education - "anytime, anywhere" but not for everyone
  2. The brave new world of eLearning
  3. web site: IACET.com
  4. web site: FastCompany.com

References

 

The Ten Ironies of Motivation

Nelson (n.d) writes about something I have known for years--that money isn't everything when it comes to employment. I've always believed "do what you love and the money will follow". Nelson states that recognition and praise are what truly motivates and employee. "Getting the most out of workers is above all else, a product of the "softer side" of management—how individuals are treated, inspired, and recognized" (¶3).

Managers do need to be reminded that "You get what you reward" is common sense, but not common practice in most organizations. I remember a training story about food delivery workers at a hospital or nursing home. The clients were complaining about customer service. The workers were rude, rushed and food was delivered cold and unattractively. Of course training was called in. However the trainer analyzed the situation and realized that the workers were rewarded on how quickly they delivered the food. Their raises were directly based on how many meals each worker delivered in a single shift. The company was getting what they were rewarding!

I enjoyed reading some of the different and unique rewards that progressive companies make to their employees. I hope that I one day can be part of an innovative organization that will reward employees like that!


Nelson, B., (n.d.). The ten ironies of motivation. Workforce. Retrieved April. 30, 2003 from: http://www.workforce.com/archive/feature/22/17/36/224206.php

 

© Copyright 2003 | Something Graphic | 20 November, 2003

Contact me:learn@CognitiveHorizons.com