Performance Improvement / Human Performance Technology (HPT) Model
o It is optimized by using evidence-based, thoughtful approaches associated with performance technology, quality control, communications, organization / employee development, project management, business processes, human resources, instructional design, change management and strategic planning and many more.
o It is a diagnostic and strategic tool for improving workplace performance because it is a thoughtful, evidence-based approach. It is the traditional and system-based model used by many performance improvement practitioners.
Responsive: It is responsive to the knowledge and models of experts and practitioners in the field. Ex, The 2012 Performance Improvement/HPT
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Ex, the process of preparing a business case has been added during the selection, design and development phase.
Focused on Accountability and Integrity: It provides performance improvement practitioners, performance technology consultants, human resource specialists, quality leaders and others interested in improvement with framework foe accountability and integrity. It is based on RSVP – the four essentials for successful performance improvement practices and the first four performance technology standards:
• R represents Results: results-oriented means clarifying the outcomes expected and the measures that will indicate success.
• S represents Systemic - complexity and interconnectedness of situations means it is essential to be inclusive and acknowledge relationships in a system approach, to deal with the situation as a whole system rather than as parts.
• V represents Value Added - interventions should increase the worth of the situation for the internal organization or external client.
• P represents Partnership – work with stakeholders, participants and content experts using collaborative approaches to improve and enhance workplace
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Workplace - internal performance support; available resources, tools and human resources policies.
Work - job design, workflow, procedures, ergonomic issues, stakeholders and competitions.
Worker- worker skill level, knowledge base, motivations, capacity and expectations.
• Gap analysis - Where are we today? Where do we want to be tomorrow? (Current State vs. Future State) How do we get there?
Five PT Environmental & Organization Analysis Techniques & Methods:
1. Extant data analysis: documents and records such as sales reports, customer surveys, safety reports and concentrating on performance outcomes.
2. Needs analysis: gathering opinions from job incumbents, stakeholders, customers, management, Subject Matter Experts (SMEs), etc.
3. Knowledge task analysis: defining in detail what the worker needs to know in order to complete a specific job or task successfully.
4. Procedural task analysis: observing and studying the visible details of current and optimal job performance by watching the interaction between the performer and the objective of the performance and also understanding thoroughly the future
In 2012, Forbes contributor Sebastian Bailey professed, “Bad performance management costs a lot and delivers very little. In fact, when it goes wrong, he tells us, it dilutes the effect of every other people investment. Yet, when done right, the impact is significant (Bailey, 2012). We learn from Aguinis (2013), that there are dangers associated with a poorly implemented performance management systems. These include; increased turnover, wasted time and money, decreased motivation to perform, as well as damaged relationships and lowered self-esteem (p.9). The first purpose of performance management systems is to help top management achieve strategic business objectives (Aguinis, 2013). This reinforces behaviors that are consistent with the company’s cultures and goals and also plays an important role on the commitment, engagement and loyalty of company employees. Employees who have clear expectations, can align their values and vision with the company’s, understand what is expected of them and what they earn in return will have higher satisfaction and longevity within an organization.
Utilizing the theories behind Shared Governance helps create a strong professional structure with managers, staff, and organizational leaders working together in a
In conclusion, it is clear from the preceding discussion that all the phases in the employment process form an interconnected web where any changes in one phase will undoubtedly influence other phases. Or to put it more simply, it boils down to a systems approach to looking at the employment process.
The purpose of the outcome evaluation is to assess the effectiveness of the set activities in regards to the benefits achieved, identify the strengths and weaknesses of the training project, and to provide suggestions for improvement for future staff training projects
Job analysis helps determined selection criterion that is both legal and practical for the selection process. This process also aids in identifying and detailing competencies needed to perform the job as well as any gaps that exist between those competencies and incumbent performance, this is crucial information for training and development. The identifying of concrete standards and cataloging evaluation criteria is another use for job analysis, this can potentially aid with employee appraisals. Lastly, job analysis is critical in making reasonable accommodations for those individuals who are disabled and in the redesigning jobs
It enables an organisation to plan future activities by considering a number of questions such as: What are our Strengths? How can we build on them to ensure that we offer a better product than our competitors? What are our Weaknesses? How can we eliminate them? What are our Opportunities?
First, it would be important for me to conduct a training needs assessment that “includes an organizational analysis, task analysis, and person analysis.” (Aamodt, 2013, p. 320). The purpose for this assessment would be to determine if any training is needed within the organization and what type of training w...
As most of the literature suggests, employee performance is a vital element in organisational survival and success. The systems developed and applied to facilitate the management of employee performance are therefore major contributors to the overall success of performance management. To remain effective the RM process should not be isolated from other HRM functions, in addition the process must be dynamic and constantly aligned to organisational strategy. In these instances long term benefits for all stakeholders can be realised.
...es dealing with team building, activities that will help in diagnosing, feedbacks, activities for process consultation etc (Robbins, 2010).
Is able to predict more accurately, time and cost estimates by fully utilising the collective skills and expertise of all parties
Performance management is a great tool for both the employee as well as the organization. For the employee, it gives the employee a clear picture of his areas of improvement and helps him improve and grow. From the organization’s perspective, it lets them understand the potential they have in their employees and how to realize them. It helps them to analyze who are worthy of being held onto and whom to let go so that the organization grows. In all, an effective tool, if used in the correct manner by all the parties involved.
CoP builds sustainable capacity to innovate through collaboration with the knowledge base in those companies which do not already have the ability to engage in successful open innovation.
Value engineering is also referred to as "value management" or "value methodology" (VM), and "value analysis" (VA). VE is a structured problem-solving process based on function analysis—understanding something with such clearness that it can be described in two words, the active verb and measurable noun
Performance management is a useful and powerful tool that can be used by managers to identify what areas of their organisation they need to improve to increase the organisation’s overall performance. The idea of a balanced scorecard enforces a sensible distribution of resources and effort across all aspect of performance an organisation is, or should be, concerned with.
...change. The organization must provide training that fosters the attitude of using performance management. The organization must be prepared for long-term utilization and have resources to support the performance management plan.