Chapter 1 Flashcards
Performance
The accomplishments, outcomes, and results that individuals, groups, and organizations achieve. Performance is typically stated as a noun (e.g., a hole-in-one).
Example:
● An employee meeting their sales quota.
● A team completing a project on time and within budget.
● An organization increasing its market share.
Human Performance Improvement (HPI)
A systematic process of discovering and analyzing important human performance gaps, planning for future improvements in human performance, designing and developing cost-effective and ethically justifiable interventions to close performance gaps, implementing the interventions, and evaluating the financial and nonfinancial results.
Behavior
The observable actions that individuals exhibit on the job. Behavior is not the same as performance, although behavior can contribute to performance. Behaviors are actions that generally contain a verb plus a subject (e.g., take a practice swing).
Example:
● An employee arriving to work on time.
● A team member actively participating in meetings.
● An organization implementing a new customer service policy.
Performance Gap
The difference between what is actually happening (current performance) and what should be happening (desired performance
Intervention
A solution or set of solutions designed to address the root cause of a performance problem or to capitalize on strengths
Training: Providing employees with the knowledge and skills they need to perform their jobs effectively.
Job Aids: Providing employees with tools and resources that help them perform their jobs more efficiently.
Feedback Systems: Providing employees with regular and specific feedback on their performance, both positive and negative.
Process Improvement: Streamlining and improving work processes to make them more efficient and effective.
Organizational Design: Restructuring the organization or the way work is done in order to improve performance.
Compensation and Rewards: Using financial and non-financial incentives to motivate employees to perform at a high level.
The Six-Step HPI Process Mode
Performance Analysis: Identify and describe past, present, and future human performance gaps.
Cause Analysis: Determine the root cause or causes of the performance gaps identified.
Intervention Selection: Consider possible ways to close performance gaps by addressing root causes.
Implementation: Prepare the organization to install the selected intervention.
Change Management: Monitor the implementation of the intervention.
Evaluation and Measurement: Evaluate the results achieved by the intervention.
The Four Roles of the HPI Practitioner
Analyst: Conducts performance analysis and cause analysis to identify the root causes of performance gaps.
Intervention Specialist: Selects appropriate interventions to address the root causes of performance gaps.
Change Manager: Ensures that interventions are implemented in a way that is consistent with the desired results and helps individuals and groups achieve results.
Evaluator: Assesses the impact of interventions and follows up on changes made, actions taken, and results achieved to provide stakeholders with information about how well interventions are being implemented
The Behavior Engineering Model (BEM)
Definition: A model for analyzing performance problems. It identifies six factors that may affect performance:
Data and information (e.g., job expectations, standards, goals, feedback)
Resources (e.g., financial resources, tools, equipment, time, environmental supports)
Consequences (e.g., incentives, rewards, punishment)
Skills and knowledge
Individual capacity (e.g., physical and mental capabilities)
Motives (e.g., needs, desires, hopes, fears, personality traits)
Performance Coaching
Definition: The process of helping workers and managers partner to achieve better work results.
Steps:
1.Identify a performance issue.
2.Describe the current and desired situation.
3.Measure the gap between the current and desired situation and explain why the gap is important.
4.Explore ways to close the gap.
5.Reach agreement on the best ways to close the gap.
6.Establish an action plan to close the gap.
7.Implement the action plan.
8.Monitor the implementation of the action plan.
Kirkpatrick’s Four Levels of Evaluation
Definition:
●Level 1 (Reaction): How satisfied were participants with the training?
●Level 2 (Learning): Did participants learn the intended knowledge and skills?
●Level 3 (Behavior): Did participants change their behavior on the job as a result of the training?
●Level 4 (Results): Did the training have a positive impact on the organization’s business results?
Systems Thinking
Definition: The ability to see the interconnectedness of organizational systems and understand how changes in one part of the system can affect other parts of the system
Example: A change in a company’s compensation system could affect employee motivation, which could in turn affect productivity and customer service
Strengths-Based Approach
Definition: Identifying and building on the strengths of individuals and organizations. Involves soliciting stories from people and identifying common themes
