Performance Improvement 2 Flashcards
What are the overall three parts of performance technology?
Analysis, Selection, and Solution
What three levels are identified with performance improvement?
job/performer, process, and organization
How did Anderson term the three levels of performance improvement?
individual, group, and organization.
What are Rossett’s four situations when a performance analysis might be appropriate?
Rollout, problem, people development strategy development,
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
Rollout
A problem has been identified and how to correct it needs to be determined
Problem
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.
PEOPLE DEVELOPMENT
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
STRATEGY DEVELOPMENT
The cause of performance problems
Performance drivers
What are the four performance drivers?
Skill and knowledge
Incentives
Motivation and
Environment (Tools, processes, culture, etc).
What’s the first step of the performance improvement/hpt model?
Performance Analysis
What is the process of identifying the organization’s performance requirements and comparing them to its objectives and capabilities?
Performance Analysis
What two kinds of information do performance improvement practitioners seek?
Directions and information about performance drivers
Performance Improvement/HPT model analysis focuses on what four areas?
- Desired performance state
- Actual performance state
- The gap between desired and actual performance
- Causes of gaps in performance
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
Organizational directions
Specific standards that reflect customers’ expectations for product and service quality, quantity, timelines, and cost
Goals
The design of the organization, process, or job to efficiently meet the goals
Structures
Practices that ensure that goals are current and are being achieved
Management
Focuses on analyzing accomplishments or performance inputs, processes, outputs, and outcomes that are documented in various company records
Extant Data Analysis
The systematic effect that we make to gather opinions and ideas from a variety of sources on performance problems
Needs Analysis
Searches for detailed information about what the performer needs to know in order to successfully complete a specific job or task.
Knowledge Task Analysis
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
Procedural Task Analysis
The interaction between the performer and the object of the performance
People-thing
Focuses on the expertise workers must have to respond effectively to abnormal conditions.
Systems Task Analysis
What’s the first step of the performance analysis process?
Organizational Analysis
An examination of the components that strategic plans are made of
Organizational Analysis
The organization’s long-term view of its desired end state
Vision
The organization’s reason for being. Why it exists.
Mission
Enduring core beliefs
Values
Represent targets for accomplishment
Goals
The organization’s plans for growing the buisness
Strategies
Problems or opportunities that determine an organization’s success and may represent a gap in results that must be closed
Critical Issues
The process used to identify and prioritize the realities that support actual performance
Environmental analysis
Rothwell’s environmental model includes…
World, workplace, work, and workers
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
World
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
Workplace
The Great Place to Work’s Six Dimensions of a Great Workplace
Credibility, respect, fairness, pride, camaraderie, intimacy
Focuses on what is happening at the job design or process level
Work
Analysis of the performer that focuses on what is happening with employees, more specifically, their knowledge, skills, capacity, motivation, and expectations
Worker.
What’s the purpose of environmental analysis?
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.
Six corporate social initiatives
Cause promotions, cause-related marketing, corporate social marketing, corporate philanthropy, community volunteering, socially responsible buisness practice
Organization sponsors/supports a social cause
Cause promotion
Contributing to or donating a percentage of revenues to a cause
Cause-related marketing
Sponsoring and supporting campaigns which lead to behavior change and accomplishment
Corporate social marketing
Making a charitable contribution to support a cause
Corporate Philanthropy
Volunteering time and effort in the community
Community Volunteering
Employing business practices that support social causes
Socially Responsible Business Practice
The type of performance improvement opportunity that exists and paves the way for cause analysis and intervention selection or design.
Gap analysis
Gaps in results, consequences, or accomplishments
Needs
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
Needs assessment
Gap Analyses Steps
- Identifying and analyzing actual and desired performance
- Identifying gaps - present and future, neutral or negative- actual and the desired performance state.
- Prioritizing the gaps
- Analyzing the causes
Useful for forecasting, prioritizing, and gaining consensus.
Delphi group
The final step in the performance analysis phase
Cause analysis
Determines why the performance gap exists leading to real issues and not the superficial ones.
Cause analysis
Rosset’s four performance drivers that impact failure of success.
Lack of skill, knowledge, and information; flawed incentives; flawed environment, tools and process; and lack of motivation.
Robinson and Robinson’s three major causes of performance deficiencies
Causes due to the learner, causes due to the manager boss of the learner, and causes due to the organization.
Gilbert’s Three Leisurely Theorems
- Value in Accomplishments
- Measure Against a Standard
- Assess Environmental Versus Individual Causes
PIP
Potential for improving performance
Tells the current state of competence and our opportunities for bettering the situation.
PIP (Potential for Improving Performance
Gilbert’s three factors that influence performance
Information, instruction, and motivation
Includes ergonomic, health, wellness, and safety factors
Environment support
The time, money, materials, and personal allocated to the performance
Resources
Instruments required to complete the job
Tools
Events or effects produced by the preceding act
Consequences
Stimuli that influence or-encourage people to do their jobs
Incentives
Items given in return for services
Rewards
Individual’s repertory or behavior
- information
- Instrumentation
- Motivation
Skills and knowledge
Information
Individual capacity
Instrumentation
Motivation and expectations
Motivation
