| Description |
1 online resource : text file, PDF |
| Contents |
Cover; Title; Copyright; Dedication; Contents; List of figures; Preface; Acknowledgments; Introduction; 1 Laying the foundation; Human performance improvement (HPI); Performance; Factors affecting performance; Defining human performance improvement; The six-step human performance improvement process model; The roles of the HPI practitioner; The dynamic nature of human performance improvement; HPI competencies and outputs; Core competencies; Outputs; The growing importance of human performance improvement; New thinking about HPI; Certification and certificate programs in HPI |
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The role of the line (operating) manager in HPISummary; References; 2 The role of analyst; Problems in organizations today; Defining analysis; The importance of analysis; Definitions of analysis; Performance analysis; Cause analysis; Levels of analysis; The analystâ#x80;#x99;s role; Competencies associated with the role of analyst; Outputs linked to the role; What it all means; Models and tools; Sources of data; Models and tools for the analystâ#x80;#x99;s role; The Rummler and Brache model; Gilbertâ#x80;#x99;s three stages of analysis; Gilbertâ#x80;#x99;s performance matrix; Gilbertâ#x80;#x99;s behavior engineering model |
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Mager and Pipeâ#x80;#x99;s modelCause analysis: determining root causes; Brainstorming; Mind mapping; Customer journey mapping; Cause-and-effect analysis; The five whys technique; Other analytical tools and approaches; System modeling; High-level flowcharting; Detailed flowcharting; Organizational network analysis; Predictive analytics; Data presentation methods and tools; Pie and bar charts; Pareto charts; Line or run charts; Summary; References; 3 The role of intervention specialist; Competencies associated with the role of intervention specialist; Outputs linked to the role; What it all means |
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Selecting interventionsStep 1: establish selection criteria; Step 2: consider alternative interventions; Step 3: evaluate the alternative interventions against the criteria; Step 4: select the appropriate intervention(s) and determine its viability; Reaching customer/stakeholder agreement; Principles of intervention design; Creating solution prototypes; Dangers, pitfalls, and cautions; Summary; References; 4 The role of change manager; Competencies associated with the role of change manager; Outputs linked to the role; What it all means; Approaches for managing change; The coercive approach |
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The persuasive approachThe normative reeducative approach; Enacting the role of change manager; Step 15: securing approval for the proposal and launching the performance improvement intervention or performance improvement strategy; Step 16: implementing the performance improvement strategy and monitoring results of the performance improvement effort over time; Step 17: providing continuing feedback to participants and stakeholders in the performance improvement effort; The role of line manager as change manager; Change management and positive change; Summary; References |
| Summary |
"Organizations are under pressure to build and sustain competitive advantage with and through people. For that reason, managers continue to demand results from workers and look for as many ways as possible to increase productivity and decrease the costs of doing business. Human performance improvement (HPI) is a systematic approach to securing better performance from people. This book provides a thorough overview of the theory and practice of HPI, looking at the long-term action plan and specific interventions that can improve productivity and address performance problems. This new edition provides up-to-date references and sources, examines the manager's role in HPI in more detail than previous editions, and explores how to build on human performance improvement strengths and opportunities. Written by a group of highly respected authors in the field, this book will show you how to discover and analyze performance gaps, plan for future improvements in human performance, and design and develop cost-effective interventions to close performance gaps. HPI is not a tool reserved exclusively for training and development practitioners, human resource specialists, or external consultants. Almost anyone can use it, including managers, supervisors, and even employees, making this book vital reading for anyone looking to improve human performance."--Provided by publisher |
| Subject |
Employees -- Training of.
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Employees -- Training of -- Evaluation
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Performance standards.
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Employees -- Training of
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Employees -- Training of -- Evaluation
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Performance standards
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| Form |
Electronic book
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| Author |
Hohne, Carolyn K., author
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King, Stephen B., author
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| ISBN |
9781315299471 |
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131529947X |
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