The purpose of this study was to determine the attitudes of retail sales personnel toward shoplifting as well as toward procedures and devices designed to minimize shoplifting. The study also sought to examine employees' recall of training in regard to shoplifting and its prevention. It was concluded that most of the employees are aware of the high cost of shoplifting to retail stores. The majority of the employees do not define shoplifting in terms of the value of the merchandise taken. Uniformed guards, locked display cases and electronic article surveillance devices were ranked high in terms of effectiveness as shoplifting prevention devices. The majority of employees reported they had received training to prevent shoplifting but also indicated they desired more training in certain areas.

Thesis, PlanB (M.S.)--University of Wisconsin--Stout, 1999. / Includes bibliographical references.

Thesis (M.A.)--Regis University, Denver, Colo., 2007. / Title from PDF title page (viewed on Jan. 22, 2007). "Adult Learning Theory and Design"--T.p. Includes bibliographical references.

D.Cur. / Supervision is not a new concept in psychiatric nursing. It has a long history in clinical practice to bridge the gap between theory and practice. However, supervision is fairly new and still emerging in the coaching profession. Bluckert (2005:1) says that if one has to trace the references to supervision in coaching books, one will barely find anything before the millennium. It is only now recently that a demand is growing in coaching professions for coaching supervision. The practice of supervision is strongly advocated by professional associations like COMENSA (Coaching and Mentors of South Africa) and EMCC (European Mentoring and Coaching Council) that business coaches and other practitioners in coaching supervision should have regular supervision. In the continuing professional development (CPD) framework, supervision gives vital support, monitors and encourages personal and professional growth of coaching supervisees, be they experienced practitioners or trainees (Stevens, 2004:18). This yields enormous benefits for business coaches, for their clients and for the organisations that employ them or purchase coaching services from them (Anonymous, 2006:52). Supervision is a complex and demanding task. It requires significant interpersonal, intellectual and communication skills on the part of the supervisor as well as the business coaches. Along with these skills, it requires high emotional awareness and competence, all of which can be exciting, energising and at the same time demanding (Hodge, 2008:3). Supervision is viewed to be an important aspect for business coaches and the supervisor in the coaching profession. Hawkins and Schwenk (2006:2) point out that even the most experienced coaches need assistance to constantly re-examine their practice to continue to develop their skills and self-awareness and to avoid being drawn into their clients’ systems. Coaching supervision should be an imperative in the coaching profession to support the business coaches and to stand back and reflect on their coaching practice. The iv aim of supervision is that the business coaches should open their work to scrutiny of supervisors. The role of supervisor is to create a safe environment for the business coaches to muse, reflect and consider alternative intervention strategies and learn in a coaching supervision relationship. Through this research, it is hoped that business coaches and supervisors will embark on this learning journey together in the context of a coaching supervision relationship grounded in an ethical framework.

Thesis (M.Ed.)--Regis University, Denver, Colo., 2008. / Title from PDF title page (viewed on Jan. 30, 2009). Includes bibliographical references.

No description available.

Employee training is designed to help ensure successful achievement of business goals. Training's expense encourages the investigation of behavioral changes. The present study evaluated behavioral changes that occurred as a result of a Business Process training course. A performance rating measure was designed to assess the behaviors addressed in the course. A group of 52 people took the training. Performance was measured using a pretest, and then posttest three months later. A control group of 52 people also responded to the performance measure twice, without training. A second control group of 52 took a posttest only. MANOVA results showed a significant difference between change scores at the .001 level, indicating that the training did change behavior. The control group posttest scores differed somewhat between the two control groups, indicating a possible pretest effect.

Cheung, Wing Ying. / Thesis (M.Phil.)--Chinese University of Hong Kong, 2011. / Includes bibliographical references (leaves 58-62). / Abstracts in English and Chinese. / Chapter Chapter 1: --- Introduction --- p.1 / Assessor Training Strategy --- p.1 / Overview of behavioral observation training --- p.3 / Overview of frame-of-reference training --- p.4 / Combination training strategies --- p.6 / Perceived Purpose of the Assessment --- p.8 / Interaction with Training Strategy --- p.10 / Chapter Chapter 2: --- Method --- p.12 / Participants --- p.12 / Experimental Design & Procedure --- p.12 / Assessor training strategy --- p.13 / Behavioral observation training --- p.13 / Frame-of-reference training --- p.14 / Combination training (BOT & FOR) --- p.15 / No-training --- p.17 / Perceived purpose of the assessment --- p.17 / Personnel selection instruction --- p.17 / Developmental feedback instruction --- p.21 / Research-purpose instruction --- p.18 / Manipulation Checks --- p.18 / Competencies and Behaviorally Anchored Rating Scale --- p.18 / Hypothetical Assessee Performance --- p.19 / Expert Panel --- p.19 / Independent Variables --- p.20 / Dependent Variables --- p.20 / Inter-rater reliability --- p.20 / Correlation accuracy --- p.21 / Deviation accuracy --- p.21 / Proposed Covariate --- p.21 / Analysis --- p.22 / Chapter Chapter 3: --- Results --- p.25 / Effect of Gender of Assessor (Participant) --- p.25 / Expert Ratings --- p.26 / Mean Correlation Accuracy and Deviation Accuracy --- p.26 / Inter-rater Reliability --- p.27 / Correlation Accuracy --- p.28 / Deviation Accuracy --- p.30 / Chapter Chapter 4: --- Discussion --- p.32 / Summary of Results --- p.32 / Limitations and Future Directions --- p.37 / Implications and Conclusion --- p.41 / Appendices --- p.43 / References --- p.58

The problem with which this study is concerned is that of constructing a system of selection and human resource development for small retailers of apparel and accessories. The study has a twofold purpose. The first is to determine the extent to which organized selection and training practices exist in small apparel and accessory retailing establishments, and the general attitude which small retailers of apparel and accessories express toward the value of selection and training functions. The second is to construct a practical system which can be used in small apparel and accessory retailing establishments.

Thesis (M.S. in Management)--Naval Postgraduate School, September 2003. / Thesis advisor(s): William Hatch. AD-A418 534. Includes bibliographical references (p. 165-168). Also available online.