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Dive into the research topics where James L. Moseley is active.

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Featured researches published by James L. Moseley.


Performance Improvement | 2001

Fundamentals of performance technology: A guide to improving people, process, and performance

Darlene M. Van Tiem; James L. Moseley; Joan C. Dessinger; Gretchen Hartke; Yvonne Phillips-Hudson

What is performance technology (PT)? This book provides an answer: It is “the systematic process of linking business goals an strategies with the workforce responsible for achieving goals.” PT is a technology for linking people to organizations in mutually beneficial ways. PT is about supporting people’s efforts to: Learn how to perform competently; Perform competently; Learn how to perform even more competently in the future. PT is about making sure that the people side of the business works. What makes the financial side of the business work? People. What makes the technical side of the business work? People. (excerpt)


Journal of Information Technology Education | 2012

Computer Attitude of Teaching Faculty: Implications for Technology-Based Performance in Higher Education

Josephine A. Larbi-Apau; James L. Moseley

This study examined the validity of Selwyn’s computer attitude scale (CAS) and its implication for technology-based performance of randomly sampled (n=167) multidiscipline teaching faculty in higher education in Ghana. Considered, computer attitude is a critical function of computer attitude and potential performance. Composed of four constructs, and using a five-point Likert rating scale, the CAS measured affective, perceived behavioral control, behavior, and perceived usefulness attitudes as multi-construct of computer attitude. The reliability of the overall computer attitude and all four constructs scales are positive with high internal consistencies (> .70) and significant construct validity (p < 0.001). Analysis of variance (ANOVA) showed significant mean differences across all four constructs at p = 0.001. Affective attitude was the highest contributor of computer attitude followed by perceived usefulness, behavior, and perceived behavioral control attitudes. The teaching faculty has relatively high positive computer attitude; with purposeful practice and enabling environment, they can manage technology-oriented proficiencies and professional performances effectively. Further studies in private and public universities worldwide are proposed for practical and academic significance. In addition, relational and invariance of CAS across demographic factors such as gender, age, academic status, and subject discipline are proposed for their differential influence.


Journal of Educational Technology Systems | 2017

Educational Technology-Related Performance of Teaching Faculty in Higher Education: Implications for eLearning Management.

Josephine A. Larbi-Apau; Ingrid Guerra-López; James L. Moseley; Timothy Spannaus; Attila Yaprak

The study examined teaching faculty’s educational technology-related performances (ETRP) as a measure for predicting eLearning management in Ghana. A total of valid data (n = 164) were collected and analyzed on applied ISTE-NETS-T Performance Standards using descriptive and ANOVA statistics. Results showed an overall moderate performance with the highest recorded for technology operation and concepts and the lowest for observance of social, ethical, legal, and human factors. Effects of age and academic discipline on ETRP were significant but gender and professional status had no significant effects.


Performance Improvement | 2013

The Turning Point

Darlene M. Van Tiem; James L. Moseley

Increase self-awareness of personal leadership style, attitude, skills, and behavioral impact on others; Improve communication and relationship-building skills for inspiring, engaging and motivating others; Design an individualized learning plan that makes a difference to the individual and organization; Build campus-wide networks and increase partnership, collaboration, and alignment with Cornell’s mission.Increase self-awareness of personal leadership style, attitude, skills, and behavioral impact on others; Improve communication and relationship-building skills for inspiring, engaging and motivating others; Design an individualized learning plan that makes a difference to the individual and organization; Build campus-wide networks and increase partnership, collaboration, and alignment with Cornell’s mission.


Archive | 2006

Performance Improvement Interventions: Enhancing People, Processes, and Organizations Through Performance Technology

Darlene M. Van Tiem; James L. Moseley; Joan C. Dessinger; Coley O'Brien


Performance Improvement Quarterly | 2008

Needs Assessment Across Disciplines

James L. Moseley; Mary Jane Heaney


Performance Improvement | 1997

Confirmative Evaluation: A New Paradigm for Continuous Improvement.

James L. Moseley; David L. Solomon


Performance Improvement | 2005

Implementation. The forgotten link on the intervention chain

James L. Moseley; Nancy B. Hastings


Performance Improvement | 2012

Performance improvement/HPT model: Guiding the process

Joan C. Dessinger; James L. Moseley; Darlene M. Van Tiem


Educational Technology archive | 2012

Is Mobile Learning the Future of 21st Century Education? Educational Considerations from Various Perspectives.

Minakshi Lahiri; James L. Moseley

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Ryan Watkins

Florida State University

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John Baaki

Old Dominion University

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Karen Hicks

Wayne State University

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