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Qualifying Exams > Performance Improvement 2 > Flashcards

Performance Improvement 2 Flashcards

1
Q

What are the overall three parts of performance technology?

A

Analysis, Selection, and Solution

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2
Q

What three levels are identified with performance improvement?

A

job/performer, process, and organization

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3
Q

How did Anderson term the three levels of performance improvement?

A

individual, group, and organization.

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4
Q

What are Rossett’s four situations when a performance analysis might be appropriate?

A

Rollout, problem, people development strategy development,

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5
Q

An organization is going to start a new product or service or a new way of thinking. At this point, any possible problems need to be determined and resolved

A

Rollout

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6
Q

A problem has been identified and how to correct it needs to be determined

A

Problem

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7
Q

In order to succeed, the employees need new skills, but such skills need to be identified as well as determining how the new skills will affect the rest of the organization over all.

A

PEOPLE DEVELOPMENT

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8
Q

An organization is evolving and changing or at least there is realization that there needs to be organizational development and change. At this point in time, the task is to identify what performance problems might be encountered and what is the Process for conducting the Performance Analysis

A

STRATEGY DEVELOPMENT

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9
Q

The cause of performance problems

A

Performance drivers

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10
Q

What are the four performance drivers?

A

Skill and knowledge
Incentives
Motivation and
Environment (Tools, processes, culture, etc).

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11
Q

What’s the first step of the performance improvement/hpt model?

A

Performance Analysis

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12
Q

What is the process of identifying the organization’s performance requirements and comparing them to its objectives and capabilities?

A

Performance Analysis

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13
Q

What two kinds of information do performance improvement practitioners seek?

A

Directions and information about performance drivers

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14
Q

Performance Improvement/HPT model analysis focuses on what four areas?

A
  1. Desired performance state
  2. Actual performance state
  3. The gap between desired and actual performance
  4. Causes of gaps in performance
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15
Q

The performance and perspectives that the organization and its leaders are trying to put in place, such as vision, mission, values, goals, strategies, and critical business issues of the organization that particularly impact the desired state of perfromance

A

Organizational directions

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16
Q

Specific standards that reflect customers’ expectations for product and service quality, quantity, timelines, and cost

A

Goals

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17
Q

The design of the organization, process, or job to efficiently meet the goals

A

Structures

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18
Q

Practices that ensure that goals are current and are being achieved

A

Management

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19
Q

Focuses on analyzing accomplishments or performance inputs, processes, outputs, and outcomes that are documented in various company records

A

Extant Data Analysis

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20
Q

The systematic effect that we make to gather opinions and ideas from a variety of sources on performance problems

A

Needs Analysis

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21
Q

Searches for detailed information about what the performer needs to know in order to successfully complete a specific job or task.

A

Knowledge Task Analysis

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22
Q

Focuses on the visible details of optimal performance by documenting people-thing-workplace expertise in terms of precisely what people are required to know and be able to do to perform the task

A

Procedural Task Analysis

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23
Q

The interaction between the performer and the object of the performance

A

People-thing

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24
Q

Focuses on the expertise workers must have to respond effectively to abnormal conditions.

A

Systems Task Analysis

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25
Q

What’s the first step of the performance analysis process?

A

Organizational Analysis

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26
Q

An examination of the components that strategic plans are made of

A

Organizational Analysis

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27
Q

The organization’s long-term view of its desired end state

A

Vision

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28
Q

The organization’s reason for being. Why it exists.

A

Mission

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29
Q

Enduring core beliefs

A

Values

30
Q

Represent targets for accomplishment

A

Goals

31
Q

The organization’s plans for growing the buisness

A

Strategies

32
Q

Problems or opportunities that determine an organization’s success and may represent a gap in results that must be closed

A

Critical Issues

33
Q

The process used to identify and prioritize the realities that support actual performance

A

Environmental analysis

34
Q

Rothwell’s environmental model includes…

A

World, workplace, work, and workers

35
Q

Mega or extra-large perspective that focuses on global societal realities that impact organizational and human performance and on cultural issues which affect the performance of the workplace, work, and workers

A

World

36
Q

Focuses on what is happening inside the organization to support performance. Includes resource allocation, tools, policies for recruiting and hiring, feedback, consequences or performance or nonperformance, retention efforts, and succession planning

A

Workplace

37
Q

The Great Place to Work’s Six Dimensions of a Great Workplace

A

Credibility, respect, fairness, pride, camaraderie, intimacy

38
Q

Focuses on what is happening at the job design or process level

A

Work

39
Q

Analysis of the performer that focuses on what is happening with employees, more specifically, their knowledge, skills, capacity, motivation, and expectations

A

Worker.

40
Q

What’s the purpose of environmental analysis?

A

Not to identify problems but to assess what is actually happening, both outside and inside the organization that might help explain why people do what they do.

41
Q

Six corporate social initiatives

A

Cause promotions, cause-related marketing, corporate social marketing, corporate philanthropy, community volunteering, socially responsible buisness practice

42
Q

Organization sponsors/supports a social cause

A

Cause promotion

43
Q

Contributing to or donating a percentage of revenues to a cause

A

Cause-related marketing

44
Q

Sponsoring and supporting campaigns which lead to behavior change and accomplishment

A

Corporate social marketing

45
Q

Making a charitable contribution to support a cause

A

Corporate Philanthropy

46
Q

Volunteering time and effort in the community

A

Community Volunteering

47
Q

Employing business practices that support social causes

A

Socially Responsible Business Practice

48
Q

The type of performance improvement opportunity that exists and paves the way for cause analysis and intervention selection or design.

A

Gap analysis

49
Q

Gaps in results, consequences, or accomplishments

A

Needs

50
Q

a very valuable tool for identifying where you are or the current results and consequences and where you should be or the desire results and consequences

A

Needs assessment

51
Q

Gap Analyses Steps

A
  1. Identifying and analyzing actual and desired performance
  2. Identifying gaps - present and future, neutral or negative- actual and the desired performance state.
  3. Prioritizing the gaps
  4. Analyzing the causes
52
Q

Useful for forecasting, prioritizing, and gaining consensus.

A

Delphi group

53
Q

The final step in the performance analysis phase

A

Cause analysis

54
Q

Determines why the performance gap exists leading to real issues and not the superficial ones.

A

Cause analysis

55
Q

Rosset’s four performance drivers that impact failure of success.

A

Lack of skill, knowledge, and information; flawed incentives; flawed environment, tools and process; and lack of motivation.

56
Q

Robinson and Robinson’s three major causes of performance deficiencies

A

Causes due to the learner, causes due to the manager boss of the learner, and causes due to the organization.

57
Q

Gilbert’s Three Leisurely Theorems

A
  1. Value in Accomplishments
  2. Measure Against a Standard
  3. Assess Environmental Versus Individual Causes
58
Q

PIP

A

Potential for improving performance

59
Q

Tells the current state of competence and our opportunities for bettering the situation.

A

PIP (Potential for Improving Performance

60
Q

Gilbert’s three factors that influence performance

A

Information, instruction, and motivation

61
Q

Includes ergonomic, health, wellness, and safety factors

A

Environment support

62
Q

The time, money, materials, and personal allocated to the performance

A

Resources

63
Q

Instruments required to complete the job

A

Tools

64
Q

Events or effects produced by the preceding act

A

Consequences

65
Q

Stimuli that influence or-encourage people to do their jobs

A

Incentives

66
Q

Items given in return for services

A

Rewards

67
Q

Individual’s repertory or behavior

A
  1. information
  2. Instrumentation
  3. Motivation
68
Q

Skills and knowledge

A

Information

69
Q

Individual capacity

A

Instrumentation

70
Q

Motivation and expectations

A

Motivation

Qualifying Exams (22 decks)

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