Table of contents for Improving on-the-job training : how to establish and operate a comprehensive OJT program / William J. Rothwell, H. C. Kazanas.

Bibliographic record and links to related information available from the Library of Congress catalog. Note: Contents data are machine generated based on pre-publication information provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.

List of Figures, Tables, and Exhibits
Introduction: Getting the Most From This Resource
* Why Improve OJT?
* Purpose
* Overview of the Contents
Pretest: Does Your Organization Need a Planned On-the-Job Training Program?
* The Pretest
Scoring and Interpreting the Pretest
Part One:	Foundations of OJT: Building an Effective Organizational Climate to Support OJT
Chapter One: The Benefits of Effective On-the-Job Training
* Unplanned OJT: A Case Study
* Importance of OJT
* Coaching, Mentoring, and OJT
* A Short History of Planned OJT
* Research on Planned OJT
* Barriers to OJT
* Surmounting Barriers to OJT
Chapter Two: Building the Right Foundation: From Identifying Goals to Establishing an Action Plan
Determine Program Purpose
Clarify Program Goals and Objectives
* Identify Program Customers
* Formulate Program Policy and Philosophy
* Develop Program Action Plan and Schedule
Chapter Three: Ensuring Sound Management and Consistent Results
* Oversight Responsibility
* Rewards and Incentives
* Budgeting and Funding
* Record Keeping
Chapter Four: Preparing Trainers and Learners
* Training the Trainers
* Training the Learners
Part Two: Preparing and Delivering OJT
Chapter Five: Discovering Needs: How to Determine When OJT Is Appropriate
* The DAPPER Model
Questions That Determine OJT Needs
Chapter Six: Analyzing Work, Worker, and Workplace: How to Fit the Training to the Job
* Work Analysis
* Worker Analysis
* Workplace Analysis
Chapter Seven: Preparing the Training Plan: How to Develop the Right Sequence of Activities
* Steps for Preparing OJT
* Designing Instructional Materials
Chapter Eight: Presenting the Training: How to Conduct the OJT Session
* Desirable Characteristics of Trainers and Learners
* Steps Governing OJT Presentation
Chapter Nine: Evaluating Results: How to Assess Post-Training Job Performance
* OJT and Kirkpatrick's Levels of Evaluation
* Level 1: Evaluating Reactions
Level 2: Evaluating Learning
Level 3: Evaluating Behavioral Change
Level 4: Evaluating Organizational Results
* OJT and the Balanced Scorecard
Chapter Ten: Reviewing Aids and Alternatives to OJT: How to Ensure the Right Mix of Performance Interventions
* Determining Whether an Aid or Alternative Is Needed
* Aids to OJT
* Additional Tools to Support OJT
* Researching Corporate Culture-Specific Competency Development Strategies
Part Three: Reflections on OJT
Chapter Eleven: Six Important Success Factors for Comprehensive OJT Programs
* Success Factor 1: Avoid Discrimination in OJT
* Success Factor 2: Enlist the Participation of Key People
* Success Factor 3: Encourage the Preparation of Current Job Descriptions-But Plan for the Future
* Success Factor 4: Integrate Internship, Cooperative Education, and Apprenticeship Programs with OJT
* Success Factor 5: Establish Measurable Job Performance Standards and Objectives and Link Them to OJT
* Success Factor 6: Plan for Cross-Training and Multiskilling
About the Authors

Library of Congress Subject Headings for this publication: Employees Training of