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Performance Technology (performance + technology)

Distribution by Scientific Domains
Business, Economics, Finance and Accounting100%

Kinds of Performance Technology

  • human performance technology
    		•

    Selected Abstracts

    An intervention to improve school and student performance

    PERFORMANCE IMPROVEMENT, Issue 9 2008
    Becky Shaver
    Georgia Leadership Institute for School Improvement (GLISI) used ISPI's 10 Standards of Performance Technology to share the design, development, and implementation of an intervention striving to help Georgia districts and schools share their success stories in a clear and concise format. This intervention took the form of a PowerPoint presentation, GLISI Promising Practices, and has become a successful tool for districts to share and communicate their success. [source]

    A public sector HPT maturity model

    PERFORMANCE IMPROVEMENT, Issue 4 2007
    William Pullen CPT
    Officials of public organizations with responsibility for embedding Human Performance Technology (HPT) can use the maturity concept as a way to plan implementation and gauge evolution so that it supports broader policy, program, or organizational goals. This article describes such a model, which can help managers decide where to concentrate their efforts and in what priority. Over time, the model may help them make better decisions in using public resources to return the greatest value to taxpayers. [source]

    A Framework for New Scholarship in Human Performance Technology

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 2 2006
    Thomas M. Schwen
    This article introduces a strategic argument and examples, in subsequent articles in this special issue, about sociocultural research opportunities for HPT practitioners and scholars. The authors take the view that recent criticisms of Instructional Systems Design have merit when considered from an organizational performance point of view. We see the problem as historic overuse of one theoretical perspective at a microlevel of theory and application. We argue that adding recent sociocultural perspectives and expanding the levels of theory to include groups and complex organizational structures will offer an opportunity for more rigorous and diverse research agenda and create new insights for problem solving in practice. [source]

    Interventions (Solutions) Usage and Expertise in Performance Technology Practice: An Empirical Investigation

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 3 2004
    Darlene M. Van Tiem
    ABSTRACT Performance technology (PT) is complex, drawing theory from instructional design, organizational development, communications, industrial psychology, and industrial engineering to name a few. The Standards of Performance Technology developed for the certified performance technology designation codified the processes used in the practice of performance improvement. The Human Performance Technology (HPT) Model of the International Society for Performance Improvement illustrates the Standards for the Performance Technology process, including the selection, design, and implementation of appropriate performance interventions. Research exists on specific PT interventions, such as problem solving, feedback, or job analysis. This foundational study considers intervention usage within organizations and the expertise of performance technologists. Findings indicate that years of experience in the field or related field is positively correlated to expertise. Some alignment was found between higher ranked PT expertise and higher ranked intervention usage within those organizations. [source]

    Designing for performance, part 2: Selecting your performance technologies

    PERFORMANCE IMPROVEMENT, Issue 2 2007
    Ryan Watkins
    Strategic plans and performance objectives define the results to be accomplished, but selecting a suitable set of performance technologies for your organizations requires more than just knowing the intended benefits. The systematic procedures described in the article will guide you through practical processes and valuable tools for identifying potential performance technologies, evaluating alternatives, and developing a system of performance-focused activities that accomplish desired results. [source]

    Designing for performance, Part 1: Aligning your HPT decisions from top to bottom

    PERFORMANCE IMPROVEMENT, Issue 1 2007
    Ryan Watkins
    Wanting to improve individual and organizational performance is a worthwhile ambition. Yet your success in accomplishing this relies heavily on the suitable selection, design, and development of performance technologies. Only when capable performance technologies are systematically aligned with the desired results of your organization and its partners will you achieve sustainable performance improvements. In this article, the first of a three-part series, you will find a systematic process for initiating the design of a performance system that will accomplish useful results. From identifying the performance expectations of internal and external partners to justifying the performance objectives you establish as guides for future decision making, the systematic processes described in this article will provide you with the initial tools for successfully selecting an integrated set of performance technologies that have the capacity to accomplish valuable results. [source]

    RSVP: The principles of human performance technology

    PERFORMANCE IMPROVEMENT, Issue 6 2010
    Donald T. Tosti CPT
    First page of article [source]

    Research themes in HPT: A content review of the ISPI journals

    PERFORMANCE IMPROVEMENT, Issue 4 2010
    Linda M. Huglin PhD
    To best understand where a field is going, it is important first to know where it has been. This article provides an overview of where the field of human performance technology (HPT) came from, what themes and trends have occurred in the ISPI literature since the field's beginning in 1962 through the present, and what gaps are apparent in the HPT research. [source]

    Validation ROI: An HPT case study from the medical device industry

    PERFORMANCE IMPROVEMENT, Issue 2 2010
    Sue Czeropski CPT
    Validation is both a process and a function within Company ABC. Using the human performance technology (HPT) process, interventions were prescribed to address identified performance gaps. Forecasting an annual return on investment (ROI) based on goals yielded a ROI of 168%. Data collected for the first quarter of 2009 yielded a calculated ROI of 326%. This study discusses the HPT process and what was done to achieve the results. [source]

    It isn't magic, it's science

    PERFORMANCE IMPROVEMENT, Issue 10 2009
    Dale M. Brethower CPT
    The foundation in science of human performance technology is exemplified in Geary A. Rummler's work. His work was guided by two questions: What are the variables that measure the results desired? What variables must we manage to achieve those results? Rummler developed science-based tools to find and manage the variables. His work connects to science in ways that illustrate the signature line of his emails: "It Isn't Magic, It's Science." [source]

    Embedding HPT: Improving police performance by implementing human performance technology in the Royal Canadian Mounted Police

    PERFORMANCE IMPROVEMENT, Issue 3 2009
    William Pullen
    Good police performance enables social capital, strengthens communities, and helps build civil society. Since 2003, Canada's national police force, the Royal Canadian Mounted Police (RCMP), has used human performance technology to improve performance in more than 300 sites across Canada and also as a core part of the RCMP leadership talent pipeline. The lessons learned may be of interest to others contemplating a large-scale distributed use of this powerful methodology. [source]

    Toward fluent instructional design in the context of people

    PERFORMANCE IMPROVEMENT, Issue 7 2008
    William L. Solomonson CPT
    The instructional designer faces the dual task of driving the instructional design process while managing a positive relationship with the subject matter expert. It is this latter task of relationship management that is often overlooked in practice and research in the field of human performance technology. [source]

    Quantitative versus qualitative evaluation: A tool to decide which to use

    PERFORMANCE IMPROVEMENT, Issue 4 2008
    Jackie L. Dobrovolny
    Evaluation is often avoided in human performance technology (HPT), but it is an essential and frequently catalytic activity that adds significant value to projects. Knowing how to approach an evaluation and whether to use qualitative, quantitative, or both methods makes evaluation much easier. In this article, we provide tools to help determine appropriate evaluation methods. Successful evaluation provides insightful data with which to make informed decisions. [source]

    Current status, future trends, and issues in human performance technology, part 2: Models, influential disciplines, and research and development

    PERFORMANCE IMPROVEMENT, Issue 2 2008
    James A. Pershing CPT
    In this second part of a two-part series, a panel of experts indicated that human performance technology (HPT) research is being adequately conducted but not properly used in practice. They stressed a need for more applied research and more extensive use of case studies. They also provided their perspectives about the influences of other fields on HPT, suggesting the need for HPT to align more closely with other disciplines that address issues of human and organizational performance. [source]

    Current status, future trends, and issues in human performance technology, part 1: Influential domains, current status, and recognition of HPT

    PERFORMANCE IMPROVEMENT, Issue 1 2008
    James A. Pershing
    Fifteen human performance technology experts participated in a survey investigating HPT's current status, future trends, and issues. Although HPT is not fully recognized in many organizations, such strengths as systems thinking and multidisciplinary approaches to performance problems are valued. Weaknesses reported are the rare use of HPT in small organizations, falling for quick fixes, and shortcomings in evaluation. HPT professionals need to do better at clarifying HPT principles, communicating HPT values, and demonstrating HPT's organizational impact. [source]

    Quantitative, qualitative, and quasitative inquiries in human performance technology: Measure the past, observe the present, and imagine the potential

    PERFORMANCE IMPROVEMENT, Issue 9 2006
    Sharon L. Bender PhD
    First page of article [source]

    Cost and value in human performance technology

    PERFORMANCE IMPROVEMENT, Issue 9 2004
    Doug Leigh PhD
    No abstract is available for this article. [source]

    Professional dialogues; on human performance technology

    PERFORMANCE IMPROVEMENT, Issue 8 2004
    Doug Leigh PhD
    No abstract is available for this article. [source]

    Client-centric performance technology

    PERFORMANCE IMPROVEMENT, Issue 3 2004
    Doug Leigh PhD
    No abstract is available for this article. [source]

    High technology and performance technology

    PERFORMANCE IMPROVEMENT, Issue 2 2004
    Doug Leigh PhD
    No abstract is available for this article. [source]

    Pushing at the edges of human performance technology

    PERFORMANCE IMPROVEMENT, Issue 2 2004
    Neal Margolis
    No abstract is available for this article. [source]

    Handbook of human performance technology: Improving individual and organizational performance worldwide (second edition)

    PERFORMANCE IMPROVEMENT, Issue 5 2000
    Harold D. Stolovitch
    First page of article [source]

    Theory development and convergence of human resource fields: Implications for human performance technology

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 3 2010
    Yonjoo Cho PhD
    This study examines major theory developments in human resource (HR) fields and discusses implications for human performance technology (HPT). Differentiated HR fields are converging to improve organizational performance through knowledge-based innovations. Ruona and Gibson (2004) made a similar observation and analyzed the historical evolution and convergence of three HR-related fields: human resource management (HRM), human resource development (HRD), and organization development (OD). A field left out in their analysis is HPT. Many learning professionals recognize HPT as a more comprehensive approach to improving organizational performance issues (Molenda & Pershing, 2008; Pershing, 2006). However, little research has been done to advance the theory development of HPT and discuss its relationships within HR fields. This study adds a new perspective to that of Ruona and Gibson's historical analysis of HR fields by examining convergence issues from a theory development perspective. [source]

    Streamlining administrative procedures at the Defense Language Institute: The strategic impact model in action

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 2 2010
    Yaniv Oded MSc
    Performance at the Defense Language Institute was examined through the prism of human performance technology and the strategic impact model. This examination revealed performance deficiencies in the administrative realm that required mainly a noninstructional intervention. A systematic analysis showed that digitizing administrative procedures could substantially decrease operational costs, enhance procedural transparency, and increase employees' satisfaction. [source]

    Gilbert's Behavior Engineering Model: Contemporary support for an established theory

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2010
    Donna Cangelosi Crossman PhD
    This study was an effort to add to the body of research surrounding Gilbert's Behavior Engineering Model (BEM). The model was tested to determine its ability to explain factor relationships of organizational safety culture in a high-risk work environment. Three contextual variables were measured: communication, resource availability, and incentives; and the impact of contextual variables on safety motivation were evaluated. The study produced three outcomes: (1) data and the BEM model demonstrated good fit, (2) communication and resource availability were indirectly related to safety motivation, and (3) incentives mediated the indirect effects of communication and resource availability with motivation. Research findings serve to inform the practice of human performance technology, as Gilbert's model is a primary performance diagnostic tool, adaptable to essentially any workplace context. [source]

    The backyard human performance technologist: Applying the development research methodology to develop and validate a new instructional design framework

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 3 2009
    Timothy R. Brock PhD
    Development research methodology (DRM) has been recommended as a viable research approach to expand the practice-to-theory/theory-to-practice literature that human performance technology (HPT) practitioners can integrate into the day-to-day work flow they already use to develop instructional products. However, little has been written about how it can be applied in a workplace setting to allow HPT practitioners to consider this research approach for adoption into their own activities. This article provides a real-world application of the DRM to help close this literature gap. After providing background information to establish the case context, the article presents an overview of how this research approach was applied to an effort to develop and validate a new instructional design framework for potentially training National Aeronautics and Space Administration (NASA) astronauts for deep space exploration missions. The result of this case indicates that this research methodology provides a viable approach that HPT practitioners can integrate into their current practices to provide a practice-based research baseline to contribute to the practice-to-theory/theory-to-practice literature. [source]

    The motivating opportunities model for performance SUCCESS: Design, development, and instructional implications

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2009
    Patricia L. Hardré
    This article develops the motivating opportunities model from its previous conceptual framework to its design, development, and instructional implications. It includes building the utility of the model for implementation around the acronym SUCCESS, representing a systematic approach to analyzing and designing motivation for situational, utilization, competence, content, emotional, social, and systemic factors. Furthermore, it details the considerations and questions included in each of the seven components of a process of analysis and design using SUCCESS as a tool and procedural guide. Accompanying each component are specific strategies that support implementation by generating the motivating opportunities that the model supports using, with examples to illustrate cases of use. Following the development and strategies of the model are research questions that may illuminate motivation in instructional design and human performance technology, and the utilization of the model. [source]

    Primary sources of cognate research in human performance technology

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 1 2008
    Liz V. Johnsen
    This article is third in a series written to address questions regarding the need for more empirical research in the field of human performance technology (HPT) and the need to determine the future direction of HPT research. The call for more empirical research has been published in journals such as Performance Improvement Quarterly and Performance Improvement (formerly Performance and Instruction) for nearly 20 years. [source]

    Crisis planning: Survey results from Hurricane Katrina and implications for performance improvement professionals

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 3-4 2008
    Holly M. Hutchins
    Modern organizations constantly face unparalleled changes and uncertainty in the competitive world, thus requiring strategic planning to mitigate crisis conditions. Underscoring crisis plans are performance interventions that prepare employees, technological systems, and the organizational culture to effectively respond to a crisis event. However, crisis planning has been an overlooked area in the performance improvement literature. In the present study, we review results of a survey on crisis planning conducted by the research team seven months after Hurricane Katrina. Specifically, performance improvement professionals (n=129) employed by organizations located along the western Gulf Coast were surveyed on the existence and composition of their organization's crisis planning before and after Hurricane Katrina. Results indicate that organizations did increase crisis planning during the post-Katrina period, and that crisis plans consisted of components and activities supported in the literature. We use these results to identify and discuss how performance improvement professionals might leverage their knowledge of human performance technology (HPT) in supporting organizational crisis planning efforts. [source]

    The Challenge of New Science

    PERFORMANCE IMPROVEMENT QUARTERLY, Issue 2 2007
    Gordon Rowland
    A wide range of developments in science in recent years has altered our views of our world and ourselves in significant ways. These views challenge the direction of applied science and technology in many fields, including those associated with learning and performance in organizations. At the same time, they open up opportunities and possibilities. To take advantage, new approaches based on different assumptions are implied. This article summarizes a set of concepts associated with complexity and relates them to work in organizations. The final article of the issue then relates these same concepts to human performance technology. [source]