The document outlines the training and development process at Taormina, led by Deborah, who emphasizes the importance of understanding the performance model that includes motivation, environment, and knowledge, skills, and attitudes (KSA). During interviews with call center employees, it is revealed that training opportunities are seen as mandatory and ineffective, highlighting the need for training aligned with common goals to enhance employee participation. The focus shifts towards using process theories to design an effective training program that connects employee needs with organizational goals.

1. BUS407 Week 3 Scenario Script: Performance Model
Slide #
Scene/Interaction
Narration
Slide 1
Scene 1
Deborah’s Office
(Deborah speaking to the student)
Deborah: Welcome back! Are you ready for the next stage of
the training and development process?
Last week, we decided to use a reactive approach to address
Taormina’s performance gap.
This week, we will need to finish scanning the internal
environment. Therefore, we have to conduct some other
interviews. The intention of these interviews is to find common
elements that might contribute the design of an effective
training and development program.
First, let’s discuss some important concepts, including the
performance model.
The performance model is a general guideline that shows
motivation, environment, and knowledge skills and attitudes (or
KSA), working together to effect a person’s performance.
Motivation is the direction, persistence, and amount of effort
expended by an individual to achieve a specified outcome.
Therefore, it is important to find motivational factors to
enhance participation in training and development
opportunities.
Learning is a relatively permanent change in cognition resulting

2. from experience and changes influencing behavior.
A training and development program is effective only if
participants are motivated in learning new KSAs.
Finally, environment is referring to any factors tied to the
physical surroundings in which the performance must occur.
Slide 2
Interaction
Performance Model
Student will click on various parts of the performance model
shown in the textbook. They will interact with it and see details
about each part, such as environment.
Slide 3
Scene 2
Deborah’s Office
Deborah: It is important to recognize the value of the
performance model in maintaining high level of productivity.
Here at Taormina, we need to identify those specific elements
affecting the performance of our call center employees.
Okay. It’s time to collect the last set of data we need to compile
our report.
Please interview the rest of employees at the call center and
report your findings to me before the end of the day.
Slide 4
Scene 3
Call Center
Student interviewing some other call center employees.
Justin: I came to Taormina a few months ago. Besides the new
employee orientation, I haven’t participated in any other
training.
Alex: Probably… (thinking)…five years ago, we went to a

3. mandatory training session about some leadership strategies.
But I didn’t really learn anything. And as soon as we came
back, things were exactly the same. The leader was, as always,
our boss.
Justin: Well, I’m the newbie, so I don’t want to make too many
comparisons. But at my previous job, I participated in many
training programs. Not all of them were mandatory, either. They
used to send us a list of available training programs and we
decided which ones we were going to attend.
That was really nice! I had the chance to participate in training
programs with people who had the same goals as me. The
brainstorming sessions were fantastic!
Also, we had virtual training sessions. You know…those
training programs you can complete on your own.
Alex: So Justin, why did you leave that other company?
Justin: The problem was that even when you learned a lot, you
never could practice anything. It was frustrating!
Slide 5
Scene 4
Conference Room
(We can have some sort of an interactive table here)
· Training opportunities have not been given to employees.
· Training opportunities are viewed as mandatory sessions.
· Learning material is never used.
· Training opportunities with common goals are more
interesting to the employees.

4. Deborah: Okay! Let’s map your findings
Training opportunities have not been given to employees.
Training opportunities are viewed as mandatory sessions.
Learning material is never used.
Training opportunities with common goals are more interesting
to the employees.
Good report! With this information we can move along with our
project. Let’s decide on a theory of motivation to follow for our
new training program.
Slide 6
Test your Knowledge Slide
Based on the four common elements identified before, which
theory of motivation will be more effective to design our
training and development program?
Needs Theories:Incorrect! Needs theories explain what it is that
motivates an individual. It is important to determine
motivational factors; however, to improve organizational
performance we have to link training efforts with specific goals.
Process Theories: Correct! Process theories explain how an
individual’s needs lead to goal-directed behavior. We must
understand what our employees need to cover expected
performance. Any training and development effort must be
relevant and valuable to them. This is the only way to guarantee
improvement in performance.
Slide 7
Scene 5
Deborah’s Office
Deborah: Perfect! We must design our training and development
program using the process theories.
Remember, there are three process theories: classical

5. conditioning, reinforcement theory, and expectancy theory.
Let’s work on a short activity to test your knowledge on these
theories.
Slide 8
Test your Knowledge Slide
(Matching pairs – student needs to drag the answers to the right
concept)This table has the correct order!
Classical Conditioning
Association of a generalized response to some signal in the
environment
Reinforcement Theory
Behavior followed by satisfying experiences tends to be
repeated.
Expectancy Theory
Cognitive processes involved in deciding the best course of
action for achieving our goal
Slide 9
Scene 6
Deborah’s Office
Deborah: Very good job completing this activity.
Let us now look at examples for each of these theories starting
with classical conditioning.
Following the classical conditioning theory, employees will be

6. assigned to projects based on specific skills. Those skills will
be learned through training initiatives. If this is done properly,
the organizational goal to promote employees Knowledge,
Skills, and Attitudes will be achieved.
Giving employees cash bonuses for completing training is an
example for the reinforcement theory. This can be used to
accomplish the organizational goal of reinforcing employee
performance.
Lastly, with the expectancy theory employees will be exposed to
training and development opportunities to guarantee their
performance effectiveness. Remember, the expectancy theory is
the cognitive process involved in deciding the best course of
action for achieving organizational goals This will help in
reducing lack of performance and maximizing resources.
Slide 10
Scene 7
Taormina’s Entanceway
Ron: Hi Deborah! Glad to see you both again.
Deborah: Hi Ron! We have completed our internal scanning.
Here are our findings.
Ron: Let me see ( Ron is looking at some papers)
Well, I guess we were off track before. But now, we can address
the right issue with the right tools. We will use the expectancy
theory.
Deborah: That’s right, Ron! Using the expectancy theory we can
design our training and development efforts over specific
organizational goals. This will facilitate the objectives of the
training program as it acceptance by our employees.
Ron: I’ll send an email to all of my employees with a list of
training opportunities. The suggested training must be linked to

7. our organization’s goals.
Then, I will analyze their responses for common topics.
Slide 11
Scene 8
Deborah’s Office
Deborah: Great job today…kudos to you!
Let’s wait until Ron collects the information about common
needs before we keep moving on this project. He said he would
be ready by next week.
Today we’ve reviewed two important concepts: motivation and
learning. You also reviewed the various parts of the
performance model.
You collected additional information about internal issues,
which completed the internal scanning process.
In addition, you have determined the most effective motivation
theory to use when designing our training and development
program. Once again, well done!
Please participate in discussion about the topics covered today
as well as completing relevant e-Activities.
Next week, we will perform our training needs analysis.
See you soon!