Performance Improvement 2

Question 1

What are the overall three parts of performance technology?

Answer 1

Analysis, Selection, and Solution

Question 2

What three levels are identified with performance improvement?

Answer 2

job/performer, process, and organization

Question 3

How did Anderson term the three levels of performance improvement?

Answer 3

individual, group, and organization.

Question 4

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

Answer 4

Rollout, problem, people development strategy development,

Question 5

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

Answer 5

Rollout

Question 6

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

Answer 6

Problem

Question 7

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.

Answer 7

PEOPLE DEVELOPMENT

Question 8

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

Answer 8

STRATEGY DEVELOPMENT

Question 9

The cause of performance problems

Answer 9

Performance drivers

Question 10

What are the four performance drivers?

Answer 10

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

Question 11

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

Answer 11

Performance Analysis

Question 12

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

Answer 12

Performance Analysis

Question 13

What two kinds of information do performance improvement practitioners seek?

Answer 13

Directions and information about performance drivers

Question 14

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

Answer 14

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

Question 15

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

Answer 15

Organizational directions

Question 16

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

Answer 16

Goals

Question 17

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

Answer 17

Structures

Question 18

Practices that ensure that goals are current and are being achieved

Answer 18

Management

Question 19

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

Answer 19

Extant Data Analysis

Question 20

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

Answer 20

Needs Analysis

Question 21

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

Answer 21

Knowledge Task Analysis

Question 22

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

Answer 22

Procedural Task Analysis

Question 23

The interaction between the performer and the object of the performance

Answer 23

People-thing

Question 24

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

Answer 24

Systems Task Analysis

Question 25

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

Answer 25

Organizational Analysis

Question 26

An examination of the components that strategic plans are made of

Answer 26

Organizational Analysis

Question 27

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

Answer 27

Vision

Question 28

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

Answer 28

Mission

Question 29

Enduring core beliefs

Answer 29

Values

Question 30

Represent targets for accomplishment

Answer 30

Goals

Question 31

The organization's plans for growing the buisness

Answer 31

Strategies

Question 32

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

Answer 32

Critical Issues

Question 33

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

Answer 33

Environmental analysis

Question 34

Rothwell's environmental model includes...

Answer 34

World, workplace, work, and workers

Question 35

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

Answer 35

World

Question 36

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

Answer 36

Workplace

Question 37

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

Answer 37

Credibility, respect, fairness, pride, camaraderie, intimacy

Question 38

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

Answer 38

Work

Question 39

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

Answer 39

Worker.

Question 40

What's the purpose of environmental analysis?

Answer 40

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.

Question 41

Six corporate social initiatives

Answer 41

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

Question 42

Organization sponsors/supports a social cause

Answer 42

Cause promotion

Question 43

Contributing to or donating a percentage of revenues to a cause

Answer 43

Cause-related marketing

Question 44

Sponsoring and supporting campaigns which lead to behavior change and accomplishment

Answer 44

Corporate social marketing

Question 45

Making a charitable contribution to support a cause

Answer 45

Corporate Philanthropy

Question 46

Volunteering time and effort in the community

Answer 46

Community Volunteering

Question 47

Employing business practices that support social causes

Answer 47

Socially Responsible Business Practice

Question 48

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

Answer 48

Gap analysis

Question 49

Gaps in results, consequences, or accomplishments

Answer 49

Needs

Question 50

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

Answer 50

Needs assessment

Question 51

Gap Analyses Steps

Answer 51

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

Question 52

Useful for forecasting, prioritizing, and gaining consensus.

Answer 52

Delphi group

Question 53

The final step in the performance analysis phase

Answer 53

Cause analysis

Question 54

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

Answer 54

Cause analysis

Question 55

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

Answer 55

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

Question 56

Robinson and Robinson's three major causes of performance deficiencies

Answer 56

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

Question 57

Gilbert's Three Leisurely Theorems

Answer 57

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

Question 58

PIP

Answer 58

Potential for improving performance

Question 59

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

Answer 59

PIP (Potential for Improving Performance

Question 60

Gilbert's three factors that influence performance

Answer 60

Information, instruction, and motivation

Question 61

Includes ergonomic, health, wellness, and safety factors

Answer 61

Environment support

Question 62

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

Answer 62

Resources

Question 63

Instruments required to complete the job

Answer 63

Tools

Question 64

Events or effects produced by the preceding act

Answer 64

Consequences

Question 65

Stimuli that influence or-encourage people to do their jobs

Answer 65

Incentives

Question 66

Items given in return for services

Answer 66

Rewards

Question 67

Individual's repertory or behavior

Answer 67

1. information 2. Instrumentation 3. Motivation

Question 68

Skills and knowledge

Answer 68

Information

Question 69

Individual capacity

Answer 69

Instrumentation

Question 70

Motivation and expectations

Answer 70

Motivation