Improving Computer Training Effectiveness for Decision Technologies: Behavior Modeling and Retention Enhancement*

Managers and analysts increasingly need to master the hands‐on use of computer‐based decision technologies including spreadsheet models. Effective training can prevent the lack of skill from impeding potential effectiveness gains from decision technologies. Among the wide variety of software training approaches in use today, recent research indicates that techniques based on behavior modeling, which consists of computer skill demonstration and hands‐on practice, are among the most effective for achieving positive training outcomes. The present research examines whether the established behavior‐modeling approach to software training can be improved by adding a retention enhancement intervention as a substitute for, or complement to, hands‐on practice. One hundred and eleven trainees were randomly assigned to one of three versions of a training program for spreadsheets: retention enhancement only, practice only, and retention enhancement plus practice. Results obtained while controlling for total training time indicate that a combination of retention enhancement and practice led to significantly better cognitive learning than practice alone. The initial difference in cognitive achievement was still evident one week after training. Implications for future computer training research and practice are discussed.     

How Long Should a Customer Wait for Service?

A major concern for service managers is the determination of how long a customer should wait to be served. Services, due to the customer's direct interaction with the process, must face a trade-off between minimizing the cost of having a customer wait and the cost of providing good service. A total cost model is presented for determining how long a customer should wait when these two conflicting cost components are considered. An integral part of this model includes a measure of customer satisfaction with waiting time which is used to develop a waiting cost function. The model is then applied to a major fast food chain, using data collected at several locations. Analysis of the data reveals that the “ideal” waiting time for this firm is significantly less than the current corporate waiting time policy. Thus, as indicated by the model, a corporate policy change is recommended to provide much faster service. The adoption of such a policy would result in increased labor costs, and would simultaneously increase the firm's overall profits. Although appearing contradictory, increases in current labor costs and long-term profits are both possible when management takes the long-range perspective suggested in this paper.