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Magazine
Articles (print and online)
Here
are articles that we highly recommend. Whenever possible, we've
included links so you can read the articles online. The articles
are arranged alphabetically, by author. Works by and about Ariel
team members (indicated with bold text) are marked with
the Ariel logo.
 Important:
Only registered visitors can access the articles online. Click
here to register. Also, you'll need Adobe's Acrobat
reader to read PDF files.
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 Gary
Elsbernd & Matt Hummel. "Performance-Centered Portals".
Paper presented at forUSE2002, Portsmouth, New Hampshire,
August 25-28, 2002 and collected in Proceedings.
Performance-centered
portals provide access to knowledge, data, task structure,
job aids, and tools needed to support the organizational
goals. Performance-centered portals go beyond navigation
and centralization of information to directly promoting
organizational values and individual performance through
focused and customizable presentation of corporate resources
available at a click. Performance-centered design can
be an attribute of commercial, learning, or corporate
portals, but few portals have taken the steps to design
to enhance individual performance. In this article, we
will look at how Performance-centered portals can be designed
to enhance individual employee performance and make a
direct impact on an organization’s bottom line. The article
covers types of portals, individual and organizational
impact, and getting started.
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this article online | Register
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Robb, Drew. "Draft Your Dream Team: To make
the right KM project work, pick the right people."
Knowledge Management, August 2001.
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Phat
X. Chiem. "A Better Fit: Payless ShoeSource provides
just-in-time support for in-store processes." Knowledge
Management, August 2001.
Get
the inside scoop on the Retail Performance Support System
Ariel built with Payless ShoeSource.
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this article online | Register
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Gary
Dickelman. "Award-Winning
Performance & Consulting: An Interview with Burt
Huber." Performance
Improvement. August 2001.
Learn
what it takes to create award-winning systems. Burt
talks about Ariel's experiences with companies such
as Payelss ShoeSource.
©
2001. Performance Improvement Journal.
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this article online | Register
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Burton A. Huber, Jenifer Lippincott, Cathie McMahon
and Catherine Witt. "Teaming
Up for Performance Support: A Model of Roles, Skills and
Competencies." Performance Improvement, August
1999, pp. 10-14.
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Lauren Gibbons Paul.
"American Express: Performance Under Pressure."
Inside Technology Training, Volume 3, No. 1. January
1999. p. 12.
A
new performance support system keeps AmEx customers from
getting lost in the shuffle. But building it was tougher
than [Ariel's] Betty Mackay had ever imagined. Here
is some of Betty's work prior to joining Ariel.
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Katherine
Canada and Frank Brusca. "The Technological
Gender Gap: Evidence and Recommendations for Educators and
Computer-Based Instruction Designers." Educational
Technology Research and Development, Volume 39, No.
2.
The
term "technological gender gap" refers to the idea that
males and females have different technology-related attitudes,
behaviors, and skills. This article reviews the mounting
evidence documenting the existence of a gender gap, which,
if ignored, could render large numbers of female students
unprepared to meet the technological challenges of the future.
Recommendations for ameliorating the technological gender
gap are presented for educators and computer-based instruction
(CBI) designers who are interested in providing equitable
educational opportunities for male and female students.
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Frank
Brusca. "Technology-Based
Instructional Media: A Primer for Trainers." Experts
Only: The Linton Training Sourcebook & Buyer’s Guide.
Hopkins, MN: Linton Companies. 1995.
To
successfully meet the training requirements of businesses
and organizations, training professionals and instructional
designers must be cognizant of today’s increasingly heterogeneous
workforce and their needs. Training environments are increasingly
transitioning from traditional classroom environments to
the employee’s work space. Moreover, the changing nature
of the workforce is placing new and previously unforeseen
requirements on training. During the design and development
phase of any training material, training professionals must
consider high turnover rates, customer satisfaction issues
and organizational resources. They must also factor work
force diversity into the design of instructional materials.
Creating training materials that provide a more stimulating
learning lesson with less investment of an employee’s time
is paramount to achieving the best training mileage for
a business’ investment in education.
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© 2007 Ariel Performance Centered Systems, Inc. ALL RIGHTS RESERVED.
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