"This book examines relevant cases that demonstrate how principles of learning design and human performance technology have been employed within organizations. It also addresses business problems, quality improvement initiatives, and business opportunities"--.

• Title Page
• Copyright Page
• Book Series
• Editorial Advisory Board
• Table of Contents
• Detailed Table of Contents
• Preface
• Chapter 1: Performance Mapping and Gap Analysis
• Chapter 2: Building Performance Systems That Last
• Chapter 3: The HPT Model Applied to a University Technology and Learning Center's Resource Allocation
• Chapter 4: The Balancing Act
• Chapter 5: Journey to Project Management Program Design
• Chapter 6: Improving Performance, Self-Efficacy, and Motivation
• Chapter 7: Training as the Beginning of a Deeper Conversation
• Chapter 8: Insider Effects
• Chapter 9: Sales Improvement Initiative Reveals Need for Performance Improvement Interventions
• Chapter 10: A Decade's Worth
• Chapter 11: Improving Classroom Management and Teacher Retention
• Chapter 12: Using Training to Address Excessive Turnover in a Fast Food Organization
• Chapter 13: Capitalizing on Franchisee Know-How
• Chapter 14: Leading Edge Training for Leading Edges
• Chapter 15: Creating Unlimited Business Opportunities for an Insurance Sales Force Through Design Thinking
• Chapter 16: “But I Know How to Google”
• Compilation of References
• About the Contributors
• Index