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Show Trainino Wot Alwavs Answer According to Sloane. Ora-ni.alional Ora-ni.alional behavior Management Manage-ment has seen increased productivity pro-ductivity and cost reductions of between lOand 14 percent in companies utilizing its methods. Training programs used by muny American companies lo improve productivity and cost efficiency are sometimes more expensive than effective, according to a U. of U. educational educa-tional psychologist. "TRAINING assumes that the problem can be traced to a lack of skills," says Dr. Howard Ho-ward N. Sloane. "In many situations employees already have the skills. The real problem prob-lem is that they lack incentive or that they've never been told exactly what's expected of them. When lack of skills is the problem, training is appropriate, appropri-ate, but training is often indiscriminately indis-criminately recommended." Mr. Sloane, the author of several books and articles on performance improvement, will conduct workshops on "appraising and Improving Performance" lor professionals profession-als in Milwaukee. The workshops work-shops are sponsored by the Organizational behavior Management Man-agement and Training divisions divi-sions of the Association for behavior Analysis. In June he'll also conduct similar workshops in Salt Lake City through the Division of Continuing Con-tinuing Education, a university universi-ty news release says. IIK CONTKNDS companies could save training time and dollars if they would clearly slate expectations of employees em-ployees and then give feedback feed-back on individual performance. perform-ance. He suggests that companies com-panies also increase employee incentives and recruit the right I people for the right jobs as a more efficient means of improving impro-ving productivity. Sloane says the Organizational Organiza-tional behavior Management approach to performance engineering en-gineering is similar to Japanese management procedures which "consider the human resource re-source of prime importance." "TOO MANY U.S. companies com-panies spend a lot of money on hardware," he says. "They look at getting the most out of the equipment instead of getting get-ting the most out of people." Japanese management promotes interdependence among workers and decreases competition within the organi-zation. organi-zation. Because most Japanese workers stay with the same company indefinite- i ly , the company is interested in utilizing workers' full potential and workers are more interested in-terested in helping the company com-pany succeed, both management manage-ment and workers, therefore, tend to look at long-range goals and benefits and job satisfaction satisfac-tion becomes a high priority, says Sloane. "TO SURVIVE in the current cur-rent economic environment, businesses and other organizations organiza-tions must insure a satisfactory return on all resources, including includ-ing natural, capital and human resources." he says. "This requires re-quires long-term planning and continual monitoring to increase in-crease productivity and reduce re-duce costs. It also requires increased in-creased attention to the human factor in an organization." |