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Objective assessment of educational and training courses has proven to be difficult in the past, and methods employed seldom provide the type of information needed by instructors to make meaningful changes to their teaching methods. This problem has proven particularly difficult for non‐traditional case study courses in which group learning is an important and integral part. The most commonly used approach is to obtain students opinions on how the course was presented and structured. This student based approach is neither objective nor meaningful because it is biased by grades, personalities, and by rigorousness. This research was an attempt to find or develop an assessment model that reduces these biases and provides instructors with meaningful feedback. The research shows that the model is more objective than student based assessments, and provides descriptive input and process information, and output information on individual and group performance and development.

A recent article reported that employees′ performance increased when they were allowed to chose the production method and were provided with the outcome feedback on their performance. Extends that study by analysing the effect of discretion, outcome feedback, and process feedback on employee satisfaction. The results of the experiments indicate that, although providing discretion and outcome feedback improved employee satisfaction, the improvement was statistically insignificant. The more interesting result indicates that satisfaction was significantly improved when employees were provided with process feedback in addition to discretion and outcome feedback.

Many organizations are analysing the feasibility of using Japanese production methods and concepts. Examines how allowing individuals discretion in selecting among various production scheduling techniques, combined with real‐time feedback, affects their job‐scheduling performance. The results of the experiments involving sequencing jobs through work centres, illustrate that when discretion was afforded, performance improved. This result suggests that providing employees with discretionary leeway and real‐time feedback enables them to improve the production system continuously.