Student performances on the science processes of recording data,analyzing data,drawing conclusions,and providing evidence     

Paul J. Germann  Roberta J. Aram 《科学教学研究杂志》1996,33(7):773-798

The National Committee on Science Education Standards and Assessment (1994 draft) viewed several science processes as important to an understanding of science as inquiry: formulating usable questions, planning experiments, conducting systematic observations, interpreting and analyzing data, drawing conclusions, communicating, and coordinating and implementing a full investigation. This study is one of three undertaken to develop research rubrics for a performance assessment of science processes and to evaluate seventh-grade science students' ability to perform them. Specifically, this article focuses on the processes of recording data, analyzing data, drawing conclusions, and providing evidence. A total of 364 students field tested the Alternative Assessment of Science Process Skills. Their responses were used to develop a research rubric, and then this rubric was used to determine response patterns that could inform both instruction and assessment of science process skills. Only 61% of students performed the activity and recorded data successfully. Sixty-nine percent of students did not attend to the hypothesis in drawing their conclusions. Eighty-one percent did not provide specific evidence for their conclusions. These results were discussed in light of relevant theories and models as well as their implications for instruction and assessment. © 1996 John Wiley & Sons, Inc.  相似文献   

Business Giving,the Tsunami and Corporates as Rock Stars: Some Implications for Arts Funding?     

Jenny Harrow  Paul Palmer  Mariana Bogdanova 《Cultural Trends》2006,15(4):299-323

Financial and cultural aspects of corporate giving by UK and non-UK companies in response to the December 2004 South Asia Tsunami disaster are explored in this article. Literatures on corporate giving rationales, concepts of disaster and donor activity in disasters provide an underpinning. The article seeks to make connections between this high profile if short-lived business giving and the funding of the arts that is sought from business; and to draw tentative lessons for arts funding when seeking business support. The giving accounts in the wake of the Tsunami from a non-probability sample1 1. A probability sample is one in which each person (or company in this case) in the population has an equal chance (probability) of being selected. In a non-probability sample some people (in this case, companies) have a greater chance than others of being selected. For this study the availability of public information on the companies was the deciding factor on being selected. View all notes of 56 UK companies and 16 non-UK companies were examined. Reported online to the UK charity Business in the Community, these accounts were accessed in February 2005 and scrutinized thematically. Concurrently, company financial profiles to accompany giving figures were constructed. Although linkages between donation levels and financial performance were lacking, emerging themes included the role of employees, influencing company giving and creating a climate of expectation of firms' contributions. These developments may have important implications for business funding for the arts, where leading philanthropists are prominent as individuals in the giving landscapes; but employees' collective involvement is not marked. Alternatively, cultivation of employees as would-be donors, indirectly via their firms, may be a more secure, if lower level route to funding for some arts organizations than dependence on high profile business leaders. The article considers alternative scenarios for company giving in disaster contexts, including as a sustained and lasting giving theme or as company support as a ‘one-off’ event, rock-star style. The likely development of employee power as a key element in company giving is explored; and its wider meanings for funding in arts settings, (where the giver as rock star heroine/hero is also prominent) are considered.  相似文献   

Analysis to design: A technical training submethodology     

Paul L. Garavaglia 《Performance Improvement》1993,32(2):26-30

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When we teach,what gets learned? Today's crisis in corporate training     

Paul G. Whitmore 《Performance Improvement》1993,32(10):23-29

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Using a checksheet as a guide for high-involvement training     

Paul E. Brauchle  David W. Wright 《Performance Improvement》1995,34(3):4-8

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Training needs assessment: Fact or fiction?     

Paul G. Renard  Pomeroy Sinnock 《Performance Improvement》1990,29(8):12-15

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Differences in determinants of aerobic and muscle strengthening physical activity among college students: a reasoned action approach     

Paul Branscum  Grace Fairchild 《Journal of sports sciences》2019,37(1):90-99

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Using football cultures as a vehicle to improve mental health in men: the case of the Redcar and cleveland boot room     

Kevin Dixon  Dave Belshaw  Paul Johnson  Darren Flynn 《Sport in Society》2019,22(7):1258-1274

This paper sets out to appraise (from the perspective of members) the impact of a localized, football-based mental health intervention. Commissioned in late 2015, the ‘Redcar and Cleveland Boot Room (BR)’ was implemented in response to mass redundancy in the local area, coupled with regional suicide rates in men that exceed the national average. Interactive discussions with BR members revealed that: (a) the language of football and shared identity were important for initiating and sustaining engagement in the BR; (b) peer-support and mentoring combined with member-led activities were active ingredients of the BR and (c) that the BR was an effective vehicle for building mental health resilience. This evaluation adds to the evidence base on the value of football as a context to engage adult males in community-based interventions targeting mental health resilience.  相似文献   

The “whys” and “hows” of modern instructional technology     

Paul G. Whitmore 《Performance Improvement》1981,20(5):9-13

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Representations for algorithms     

Paul F. Merrill 《Performance Improvement》1980,19(8):18-24

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