Performance Improvement 3 Flashcards
1
Q
a specific step taken to fix the underlying cause of a performance problem
A
Intervention
2
Q
a proactive effort on the part of management to change the current state of performance within an organization
A
Intervention
3
Q
deliberate conscious acts that facilitate change in performance.
A
Intervention
4
Q
things you can do to bring about change in an oraganization
A
Intervention
5
Q
another name for a set of solutions, usually a combination of tools and techniques that clearly and directly relate to solving a performance gap or implementing an organizational change
A
Intervention
6
Q
Two types of interventions
A
Instructional and non-instructional
7
Q
The process of identifying and recommending the most appropriate activities to successfully resolve a performance improvement problem, opportunity, or challenge.
A
Intervention selection
8
Q
classroom training, CAI, distance learning, manuals, mentoring, on-the-job training
A
Instructional interventions
9
Q
work place redesign, incentive programs, feedback, motivation, job aids, performance support systems, corporate culture
A
Non-instructional interventions
10
Q
Major goal of the intervention selection process
A
identify and recommend the most appropriate performance improvement intervention(s) to resolve the problem.
11
Q
training, instructional manuals
A
Skill and Knowledge interventions
12
Q
Bonuses
A
Incentives Interventions
13
Q
Most recommended way to select performance improvement is through…
A
the team approach
14
Q
Getting new equipment
A
Environment
15
Q
Recognition programs
A
Motivation
16
Q
Practitioners must be able to…
A
- must know a wide range of possible interventions and where to locate experts or resources for more information.
- Their recommendation must align with the performance analysis
- They must select interventions that are the most feasible and sustainable in a given situation
- They must communicate their intervention in a way that builds on and ensures stakeholder commitment
17
Q
used when a performance does not currently exist and needs to be started
A
Interventions for Establishing Performance
18
Q
used when a performance exists but needs to be made better
A
Interventions for Improving Performance
19
Q
used when a performance exists and that performance needs to continue at the current level
A
Interventions for Maintaining Performance
20
Q
used when a performance exists and we want to stop the performance
A
Interventions for Extinguishing Performance
21
Q
Instruction provided to a group of learners by a human instructor away from the place where work is performed
A
Classroom instruction
22
Q
Involves more than one person, Requires active participation Involves interaction of participants Achieves specific, measurable outcomes Is structured
A
Team activities
23
Q
is active, serves to solve a relevant problem, and focuses on working as a team.
A
Action learning
24
Q
Action Learning Process
A
- Formation of a group
- Presentation of a problem
- Reframing of the problem with guidance from a facilitator to: a).Determine positive long-term benefits to those impacted by the problem b). Develop and test action strategies. c). Implement action strategies
d) . Apply learning to improve future performance
25
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Identifying a problem
Assigning tasks to be completed
Gathering data and resources
Thinking through the problem
Developing a solution to the problem
Evaluating the solution
Reflection on the process
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Action learning
26
a term that can be used to describe the process of gathering information, transforming it by applying it to the context in which it will be used, and disseminating it as knowledge.
Knowledge management
27
objective, organized, and can be codified into policies.
Explicit knowledge
28
subjective, experiential, and hard to formalize
Subjective knowledge
29
Durning this phase, the practitioner and the stakeholders identify and prioritize potential interventions and then move on to the selection phase
Survey Phase
30
Selecting the most appropriate interventions to plan the next steps
Selection Phase
31
The deliberate pairing of two people who have unequal levels of a relevant set of skills and experiences…to transfer knowledge and experience from the person who has more of them to the person who has fewer
Mentoring
32
integration of multiple information-presentation modalities (text, audi, pictures, graphics, motion video, and animation) through the use of microprocessor-based technologies…and applications that include CD-ROMs,…DVDs, Internet and intranet web pages, on-line discussion groups and knowledge bases, and live collaboration through computer networks
Multimedia or eLearning
33
Purpose of the preliminary phrase
Focus attention on the performance problems and the causes rather than the symptoms
34
the planned process of developing task-level expertise by having an experienced employee train a novice employee at or near the actual work setting
OTJ (On the job training)
35
transmission of educational, instructional, or training programming to two or more people at two or more locations separated by space or in time
Distance education and distributed learning
36
Allows the employee to master material independently, at the employee’s own pace
Self-directed learning
37
process of acquiring, storing, and managing access to bodies of knowledge that assist people in performing their jobs with focus and precision
Knowledge management
38
Step 1 of the Preliminary Phase
Validate and/or Conduct Performance Gap and Cause Analysis
39
refers to the use of Internet technologies to deliver a broad array of solutions that enhance knowledge and performance. It is based on three fundamental criteria:
It's networked, which makes it capable of instant updating, storage/retrieval, distribution and sharing of instruction or information. It is delivered to the end-user via a computer using standard Internet technology. It focuses on the broadset view of learning - learning solutions that go beyond the traditional paradigms of training.
eLearning
40
are formal compensation systems that are directly tied to organizational or individual performance. Such systems are most effective when based on objective measures of quantity or quality of performance.
Pay for performance compensation systems
41
Underlying issue or opportunity that triggers the need for performance improvement
Cause
42
The presenting characteristic
Symptom
43
one of numerous tools of the technology age that provide workers with almost instant access to information vital to do their jobs.
Electronic Performance Support Symptoms
44
the science of fitting the job to the worker
Ergonomics
45
A proactive approach to keep processes and machinery in working order, and to maintain a healthful work environment
Preventive Maintenance and Safety Engineering
46
Techniques by which an organization defines what work needs to be done and how it will be accomplished
Work Methods
47
Determining the amount of value added to the org by each job and unit, it is driven by customer needs and requirements
Value Engineering
48
The process employed to facilitate that work units meet the required standards of the organization and that quality improvement is integral to the work of all
Quality Management and Continuous Improvement
49
When workers, machinery and process interact for user-friendly functioning
Interface Design
50
The design does not disadvantage or stigmatize any group of users.
Equitable Use
51
The design accommodates a wide range of individual preferences and abilities.
Flexibility in Use:
52
Use of the design is easy to understand, regardless of the user's experience, language skills, or current concentration level.
Simple, Intuitive Use
53
The design communicates necessary information effectively to the user, regardless of ambient conditions or sensory abilities.
Perceptible Information
54
The design minimizes hazards and the adverse consequences of accidental or unintended actions.
Tolerance for Error
55
The design can be used efficiently and comfortably, and with a minimum of fatigue.
Low Physical Effort
56
Appropriate size and space is provided for approach, reach, manipulation, and use, regardless of the user's body size, posture, or mobility.
Size & Space for Approach & Use
57
The capability of the space to be rearranged easily
Adaptability
58
The ability of the space to respond to evolutionary change through use
Interactivity
59
Ensuring that environments and technology can be navigated and used by everyone
Accessibility
60
individuals can freely navigate without barriers, for example ramps and washroom access for wheelchair bound individuals
Barrier-Free Design
61
people with mobility difficulties should be afforded basic access to newly constructed homes in order for them to be "Visitable" by building a no-step entrance, wide doorways, main floor bathroom large enough to enter with a wheelchair
Visitable environments
62
incorporates comfort, communication and access in designing a space so that it is easy to perform a task in the space
Functionally efficient environment
63
design that is inclusively accessible to all.
Universal Design
64
the use of technology to provide on-demand access to integrated information, guidance, advice, assistance, training, and tools to enable high-level job performance with a minimum of support from other people
Electronic Performance Support Systems
65
A process that examines the operation of management of an organization in an effort to improve efficiency and competitiveness
Organizational design and development
66
Enabling concept allowing people to develop a sense of self-confidence and energizing them to take action
Empowerment
67
Computer/performer interaction that integrates the knowledge, information, and tools the performer needs to achieve individual performance.
Performance-centered
68
Improving individual performance by leveraging technology.
E-Performance
69
An emerging professional discipline which uses a group of techniques, methods, and approaches to apply technology to build performance-centered and knowledge management systems.
Performance support engineering
70
Commitment is experienced by employees when they all share-in knowing what to do and in making the organization a better place fo themselves and for the outside world
Shared vision
71
Assumptions about the world and how it works,
Mental modes
72
Our legacy, what we strive for in life
Personal mastery
73
the roles and responsibilities of the job
Job descriptions
74
the qualifications for the job
the qualifications for the job
75
software system used to manage and deliver learning and resources to students and other learners
LMS (Learning Management Systems)
76
a set of tendencies or behavior patterns that characterize the people in an organization
Organizational culture
77
Allows its members to authenticate their personal identification, and gain access to digital files
CMS (Content Management Systems)
78
An optimized body of coordinated on-line and off-line methods and resources that enable and maintain a person’s or an organization’s performance
Performance support tools
79
Process that improves work performance in a focused direction beyond the person's current job or station in life
Education
80
information, about behavior or its impact” that is provided to performers “with the intent of influencing future performance”
Feedback and communication systems
81
training designs that provide instruction to employees by employers to establish, improve, maintain, or extinguish performance as it relates to business needs
Training
82
the practices that support the sharing of information and knowledge within organizations to achieve organizational goals
Organizational Communication Systems
83
Training designed to allow the employee to master material independently, at the employee's own pace.
Self-directed learning
84
Strategy used to train new employees with real time change.
On the job training.
85
DMACI
Define measure analyze improve and controll
86
Training design that takes place just before or concurrent with the trainee's need to use a specific knowledge or skill
Just in time training
