Beyond Performance: A Motivational Experiences Model of Stereotype Threat

The contributing role of stereotype threat (ST) to learning and performance decrements for stigmatized students in highly evaluative situations has been vastly documented and is now widely known by educators and policy makers. However, recent research illustrates that underrepresented and stigmatized students’ academic and career motivations are influenced by ST more broadly, particularly through influences on achievement orientations, sense of belonging, and intrinsic motivation. Such a focus moves conceptualizations of ST effects in education beyond the influence on a student’s performance, skill level, and feelings of self-efficacy per se to experiencing greater belonging uncertainty and lower interest in stereotyped tasks and domains. These negative experiences are associated with important outcomes such as decreased persistence and domain identification, even among students who are high in achievement motivation. In this vein, we present and review support for the Motivational Experience Model of ST, a self-regulatory model framework for integrating research on ST, achievement goals, sense of belonging, and intrinsic motivation to make predictions for how stigmatized students’ motivational experiences are maintained or disrupted, particularly over long periods of time.     

Using Quality Systems to Improve Performance

Many organizations have adopted a wide variety of approaches in introducing selected practices for achieving control of the quality of their products and services. Some of these piecemeal applications of the Quality Sciences have been successful–to varying degrees and for a time. However, the only approach that achieves long-term success is that requiring a complete cultural change in most organizations– involving a refocusing of all activities performed by everyone toward mutually intersupportive efforts to reach a common objective. In a word, a Quality System is required. In this paper, I have attempted to portray the basic considerations involved in developing and installing such a system. This is accomplished by describing some of the background of the system concept, certain of the internal and external features of a Quality System, and, to complete the picture, a semi-fictitious recital of the experiences of a company that has decided to embark on the Quality System journey.     

Going Beyond Belief Systems: Exploring a Model for the Social Influence on Mathematics Teacher Beliefs

This article discusses an approach to teacher belief systems which casts an eye away from cognitive constructs toward sociological constructs to complement existing ideas about the nature and genesis of beliefs. I offer some theoretical ideas for extending the notion of beliefs and describe two contrasting senior mathematics teachers, conceptualising the basis for their differences. These differences move away from beliefs about mathematics, toward ideological and discursive positions which in turn construct the nature of beliefs about teaching and learning.     

Improving Performance Without Training: A Three Step Approach

Condition 1 showed that employees recorded high percentages of completed tasks; and task performance was shown to slightly improve. At that point in the project, recording accuracy was at it's highest level. Condition 2 illustrated a continuance of high employee records of completed tasks but also showed that actual task performance considerably increased so that there was greater self-recording accuracy. Then, during Condition 3, actual task performance increased more so that it even more closely reflected self-recorded measures. Each of the steps discussed thus far could be sufficient individually to facilitate accurate self-recording and task performance gains, although each appeared to have gained additional strength by being collectively applied. The cost of the present organizational intervention was very low. The costs included material duplication costs and approximately 30 minutes of management time per day. Management time was used to make concession observations (management records), compute performance data, and provide feedback to the employee. Employees worked the same number of hours as in Baseline. Based on this breakdown, the approximate weekly cost of this project was about $30.00. The total cost could be reduced further, perhaps, by monitoring less frequently and reducing the frequency of feedback sessions as employee performance stabilized at higher levels. Thus, the longer this project would run, the less expensive it might become. The steps implemented during this project might easily be applied to other jobs that produce easily observable outputs and could also be applied to other work settings. Future research efforts that would identify cost-effective ways to stimulate and maintain high levels of accurate self-recording might provide today's managers several options that could all yield accurate data for organizational management. Other research efforts centered on specific analyses of participatory standard setting, peer reinforcement, and self-reinforcement for task performance could provide additional insight into the areas of job analysis and employee productivity. Lastly, increased knowledge about the long term effects of self-recording could be gained through future research methods that first established high recording accuracies and task performance levels, then evaluated maintenance procedures for these methods. Implications of successive research studies which clearly show that employee performance can be improved by rewarding performers for accurate self-recording could be profound.     

Training Counselors to Interpret Psychoeducational Evaluations: A Course Model

Evidence from the literature and from reported practice indicates that school counselors are increasingly expected to be competent in the interpretation of individually administered psychoeducational tests and reports. Systematic training in these competencies, however, is often not included as an integral part of counselor education programs. This article describes one counselor education program's response to the need for training in these interdisciplinary skills. The course model presented has been positively received by students and counseling internship supervisors.     

Willingness to obtain Student Evaluations as a Criterion of Academic Staff Performance

In a preliminary report published in 1988 a working party of the Australian Vice‐Chancellors’ Committee and the Australian Committee of Directors and Principals in Advanced Education Limited suggested that the number of formative evaluations by students be adopted as an indicator of commitment to teaching of university departments. This study reports research into factors influencing individual staff willingness to seek such information from students. Relationships were explored among seven demographic, educational and professional background variables and between them and two criterion variables, Perceived Competence on teaching tasks and Willingness to Obtain Student Evaluations. Perceived Competence was found to be the major direct but negative influence upon Willingness to Obtain Student Evaluations, while sex, possession of a doctorate and length of teaching experience were found to have indirect effects mediated by Perceived Competence.     

绩效技术操作模型的人性化改进建议

绩效技术自产生以来具有人文精神,但是绩效技术运用模型中却缺乏伦理道德因素和对人的关怀,导致实践人员对绩效技术的把握中忽视了人性的重要性,不能充分发挥绩效技术的作用。因此,针对绩效技术的实践操作模型提出一些改进策略,最大化绩效技术的价值。     

教师教学质量评价的数学模型

以学校督导评价、学生评价、系直属部门评价为教师教学质量评价的依据,采用层次分析法建立数学模型,为正确评价教师的教学质量提供了一定的理论依据。     

T4 MAP™: A Scholar‐Practitioner Model for Performance Improvement

The world of work is changing and we must adapt how we apply human performance technology (HPT) expertise to address our 21st century challenges. This is a formidable challenge. The scholar‐practitioner model seems ideally suited to this high‐speed world by combining the ability to apply theory and rigorous processes to solve practical problems. The T⁴ MAP (T⁴) models a new action research process grounded in human and organizational development (HOD) theory. It incorporates quantitative and qualitative data and so equips scholar‐practitioners and practitioners to address workplace problems and advance theory by enabling a deeper contextual understanding of people in the organization. A T⁴ pilot demonstrated the ability to generate salient data that helped teams identify performance improvement opportunities and enabled participants to take accountability for implementation. It offered a basis for grounded theory and presented opportunities for future research.     

Building a Legacy of Performance Improvement in Rwanda

The country of Rwanda has achieved impressive development progress since the 1994 genocide. In 2012, the United States Agency for International Development initiated a Human and Institutional Capacity Development program to strengthen local government agencies and civil society. An important component of this effort is building a core nucleus of Rwanda consultants and managers. A project goal is to build Rwanda into a hub of performance improvement capacity to support the Central Africa region.     

One Step at a Time: Using Task Analyses to Teach Skills

Task analyses are useful when teaching children how to complete tasks by breaking the tasks into small steps, particularly when children struggle to learn a skill during typical classroom instruction. We describe how to create a task analysis by identifying the steps a child needs to independently perform the task, how to assess what steps a child is able to do without adult support, and then decide how to teach the steps the child still needs to learn. Using task analyses can be the key to helping a young child become more independent.     

A Vision of Integrity and the Mission of Performance Improvement

The performance improvement professional, as well as those in Human Resource Development, Organizational Systems Development, Sociotechnical Systems Development, Total Quality Management, and Training and Education, are all uniquely positioned in their companies to facilitate the value of ethical awareness throughout the workplace. We certainly can be ethically informed and can conduct research studies on ethical issues in performance improvement. In practice, ethical standards for the practice of our craft should arise from within the membership of our profession. Ethical standards for our clients ought to arise from the organizations in which we work. We can help them. We must decide if we will pursue those challenges. Those of us who choose to work on this task should spend time grounding ourselves in the empirical research and normative ethical theory that comprise the field of business ethics. Then we ought to design and develop a more refined ethical heuristic based upon empirical and rational writings and on the work of subject matter experts and ethicists. Finally, we ought to use and model these ethical standards ourselves as we practice our craft.     

阶梯过程上确界统计参数的计算

随机过程模型能较好描述截面抗力问题,但参数的增加会使问题的复杂程度进一步扩大,而阶梯过程描述结构荷载可较好解决上述问题．为更好对阶梯过程的模型进行可靠性分析,文章把荷载取值出现跳跃时间间隔假设为随机变量,利用积分方程给出了荷载最大值的分布函数Fη（t,x）和密度函数fη（t,x）,进一步得到η的均值和标准差的近似求法．     

Identifying A Range of Performance Improvement Solutions Through Evaluation Research

Using the evaluation research strategy (Geroy & Wright, 1988) as a guideline, the authors conducted a needs assessment with 280 support staff, faculty, and administrators at a mid–sized community college. We taught the nominal group technique (Delbecq & Van de Ven, 1971) to representatives from each of these three groups. These representatives facilitated the participation of virtually all employees at the college in identifying a prioritized list of items that would enable these persons to “do their jobs better.” Analysis of the suggested performance improvement solutions utilized the performance technology model (Gilbert, 1978) and indicated that the solutions fell into five categories of intervention: high–yield training, direction and flow of information, resources, performance incentives, and medium–yield training. This combination of models and methods provided the decision makers with data that refocused their vision from planning professional development training to planning for performance improvement. These data represented needs, not wants, and enabled them to recognize the importance of addressing both training and non–training options.     

J2210型单摆演示器的使用及改进

J２２１０型单摆运动规律演示器在物理教学中的应用非常重要。使用时,需配用J０２０２－１型记时器,可供高中及普通大学物理课程研究单摆运动规律之用。此外利用本仪器可以很方便地测定重力加速度,实验方便结果准确。按照国家教委颁发的《中学理科教学仪器配备目录》的要求,我们于１９９５年５月通过教仪站调拨一台J２２１０型单摆演示器。但是,由于各种原因遗失了使用说明书。本人试图通过教学解剖摸索使用方法,想来也不是很复杂的问题,但是费了九牛二虎之力还是没有成功。两年后又购回一台,虽然还是同一个厂家生产的比前一台在…