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Human performance improvement: building practitioner competence

Author: Rothwell, William J. ; Hohne, Carolyn K. ; King, Stephen B.Publisher: Elsevier, 2007.Edition: 2nd ed.Language: EnglishDescription: 402 p. : Graphs ; 24 cm.ISBN: 0750679964Type of document: BookBibliography/Index: Includes bibliographical references and index
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Book Europe Campus
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Print HD6958 .P35 R68 2007
(Browse shelf)
Available 001223696
Total holds: 0

Includes bibliographical references and index


Human Performance Improvement Building Practioner Performance Contents Acknowledgments xv Preface xvii Introduction xix 1 LAYING THE FOUNDATION 1 Human Performance Improvement (HPI) 1 Performance 1 Factors Affecting Performance 4 Defining Human Performance Improvement 8 The Six-Step Human Performance Improvement Process Model 14 The Roles of the HPI Practitioner 15 The Dynamic Nature of Human Performance Improvement 17 HPI Competencies and Outputs 18 Core Competencies 18 Outputs 25 The Growing Importance of Human Performance Improvement 34 Summary 36 References 36 2 THE ROLE OF ANALYST 41 A Case Study 41 The Setting 41 The Problem/Opportunity 42 The Performance Technology Solution 42 Results 43 Defining Analysis 43 The Importance of Analysis 44 Definitions of Analysis 45 Performance Analysis 46 Cause Analysis 48 Levels of Analysis 48 The Analyst's Role 49 Competencies Associated with the Role of Analyst 49 Outputs Linked to the Role 50 What It All Means 50 Models and Tools 53 Sources of Data 54 Models and Tools for the Analyst's Role 55 The Rummler and Brache Model 56 Gilbert's Three Stages of Analysis 57 Gilbert's Performance Matrix 60 Gilbert's Behavior Engineering Model 62 Mager and Pipe's Model 65 Cause Analysis: Determining Root Causes 67 Brainstorming 69 Cause-and-Effect Analysis 71 The Five Why's Technique 71 Other Analytical Tools 73 System Modeling 74 High-Level Flowcharting 76 Detailed Flowcharting 77 Data Presentation Methods and Tools 79 Pie and Bar Charts 80 Pareto Charts 81 Line or Run Charts 81 Summary 82 References 83 3 THE ROLE OF INTERVENTION SPECIALIST 87 Competencies Associated with the Role of Intervention Specialist 88 Outputs Linked to the Role 89 What It All Means 89 Selecting Interventions 93 Step 1: Establish Selection Criteria 95 Step 2: Consider Alternative Interventions 98 Step 3: Evaluate the Alternative Interventions Against the Criteria 106 Step 4: Select the Appropriate Intervention(s) and Determine Its Viability 110 Principles of Intervention Design 114 Dangers, Pitfalls, and Cautions 115 Summary 117 References 118 4 THE ROLE OF CHANGE MANAGER 121 Competencies Associated with the Role of Change Manager 121 Outputs Linked to the Role 122 What It All Means 122 Approaches for Managing Change 126 The Coercive Approach 126 The Persuasive Approach 128 The Normative Reeducative Approach 131 Enacting the Role of Change Manager 134 Step 15: Securing Approval for the Proposal and Launching the Performance Improvement Intervention or Performance Improvement Strategy 134 Step 16: Implementing the Performance Improvement Strategy and Monitoring Results of the Performance Improvement Effort Over Time 136 Step 17: Providing Continuing Feedback to Participants and Stakeholders in the Performance Improvement Effort 143 Summary 145 References 146 5 THE ROLE OF EVALUATOR 147 Competencies Associated with the Role of Evaluator 147 Outputs Linked to the Role 148 What It All Means 148 Approaches for Evaluating Performance Improvement Interventions 151 Evaluating Performance Improvement Interventions at the Reaction Level 152 Evaluating Performance Improvement Interventions at the Learning Level 158 Evaluating Performance Improvement Interventions at the Behavior Level 163 Evaluating Performance Improvement Interventions at the Results Level 166 How Is the Role of Evaluator Enacted? 170 Step 18: Completing the Performance Improvement Strategy When Results Match Objectives 170 Step 19: Evaluating Results Against Performance Objectives and Reporting Results to All Key Stakeholders and All Participants in the Performance Improvement Strategy 171 Summary 172 References 172 6 TRENDS AND THEIR IMPLICATIONS FOR HPI 175 Business and Public Sector Trends 175 Key Trend 1: Organizations Are Placing Innovation at the Top of Their Priority Lists 175 Key Trend 2: Organizations Are Faced with Increased Security Concerns 177 Key Trend 3: Organizations Are Growing via Mergers and Acquisitions 179 Key Trend 4: Businesses and Agencies Are Paying Closer Attention to Business Ethics 180 Key Trend 5: Public Sector Organizations Are Recognizing the Need to Become High-Performing Organizations 181 Key Trend 6: Businesses and the Public Sector Are Experiencing the Effects of Global Interdependence 183 Key Trend 7: Corporations Are Outsourcing Tasks and Large-Scale Functions 184 Workforce Trends 188 Key Trend 1: The Emergence of a Knowledge-Based Economy Is Driving Skill Requirements Up 188 Key Trend 2: We Have an Aging Workforce That Is Soon to Be on Its Way Out of the Labor Pool 190 Key Trend 3: Offshoring Is Changing the Ethnicity and Culture of the Workforce 192 Key Trend 4: Workers Are Increasingly Considering Job Changes 193 Human Resource Trends 195 Key Trend 1: The Training and Development Industry Is Spending a Greater Percent of Their Budget on External Services (Including Tuition) 196 Key Trend 2: Human Resources Is Being Innovative with the Methods for Developing Services Throughout Their Organizations 198 Key Trend 3: Organizations Are Making More Demands to Demonstrate Measureable Results and ROI for Human Resource Initiatives 200 Key Trend 4: An Increasing Percent of Learning Function Resources Are Being Used for Human Performance Improvement 201 Key Trend 5: There Is an Increasing Demand for Employee Development 202 Key Trend 6: Leadership Development Is Seen as Critical to Organizational Success 203 Key Trend 7: HPI Projects Will Be More Focused on Business Results 204 Key Trend 8: HPI Certification Is Available 204 Summary 205 References 208 7 TRANSFORMING THE TRAINING DEPARTMENT INTO AN HPI FUNCTION 211 One Approach to Transforming a Traditional Training Department into an HPI Department 212 Step 1: Gain and Maintain Internal Support for the Transformation 212 Step 2: Transition to a Valued, Results-Based Training Organization 213 Step 3: Educate Management on the Factors That Influence Human Performance 216 Step 4: Obtain an Internal Champion 217 Step 5: Select an HPI Model 218 Step 6: Determine What Services the New Organization Is Going to Offer 219 Step 7: Develop HPI Practitioners 220 Step 8: Select the Initial HPI Project 222 Step 9: Demonstrate Success and Publicize It 223 Step 10: Gain Organizational Support for the Transformation 224 Alternative Paths for Transforming a Traditional Training Department into an HPI Department 226 Common Mistakes to Avoid 227 Success Stories 228 Mallinckrodt, Inc. 228 Prudential Health Care Systems 229 Steelcase 229 Compaq 230 Assessing Your Progress 231 Summary 231 References 232 8 BUILDING YOUR COMPETENCE AS AN HPI PRACTITIONER 235 Making the Shift in Role 235 The Transformation to HPI Practitioner--True Stories 237 Steps for Transforming to an HPI Practitioner 243 Step 1: Assess Your Competencies 243 Step 2: Plan for Your Development 243 Step 3: Take Action 245 Summary 246 References 246 9 FROM THEORY TO PRACTICE: REAL-WORLD HPI PROJECTS 249 Safe Forklift Operation 249 Call Center Makeover 250 Department of Transportation Construction Safety Improvements 252 Meter Reader Retention 254 Medicare Reimbursement Coding Errors 256 Words of Wisdom 258 Summary 259 Appendix I Reengineering the Training Department Assessment Instrument 261 Appendix II Determining Your Optimum Pathway to Development 277 Appendix III Human Performance Improvement Resource Guide 291 Using the Resource Guide 291 Section One: Graduate Degree Programs 291 Section Two: Comprehensive HPI Resources 300 Recommended Readings 301 Workshops 304 Self-Study Options 307 Other Development Opportunities 307 Section Three: Competency Development Resources 308 Industry Awareness 309 Leadership Skills 309 Interpersonal Relationship Skills 312 Technological Awareness and Understanding 314 Problem-Solving Skills 317 Systems Thinking and Understanding 320 Performance Understanding 323 Knowledge of Interventions 324 Business Understanding 327 Organization Understanding 331 Negotiating/Contracting Skills 332 Buy-in/Advocacy Skills 335 Coping Skills 337 The Ability to See the Big Picture 339 Consulting Skills 341 Project Management Skills 344 Change Manager--Change Implementation Skills 349 Change Manager--Change Impetus Skills 353 Change Manager--Communication Channel, Informal Network and Alliance Understanding 356 Change Manager--Group Dynamics Process Understanding 358 Change Manager--Process Consultation Skills 361 Change Manager--Facilitation Skills 363 Evaluator 366 Index 385 About the Authors 399

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