共查询到20条相似文献，搜索用时 15 毫秒
1.
John R. Turner 《Performance Improvement》2010,49(8):15-20
The literature on performance improvement provides limited information for using feedback loops as part of the performance improvement process. Information regarding feedforward loops, as applied to performance improvement efforts, remains scarce. This article focuses on applying strategic feedback and feedforward loops for the purpose of performance improvement in a dynamic environment. Introducing strategic feedback and feedforward loops, at the process and subprocess levels, performance improvement could be obtained while operating in a dynamic environment. 相似文献
2.
Timothy E. LaMacchio 《Performance Improvement》2009,48(9):18-24
Moving clients past counterproductive approaches to improving performance requires performance improvement (PI) professionals to work differently. They must collaboratively engage clients in anticipating and solving problems. It calls for a user‐friendly and explicit PI process that drives results. This proactive engagement promotes a shared view and language of the PI process. It enables PI professionals and clients to work jointly with common tools to improve performance, make everyday decisions, and achieve business results. 相似文献
3.
Conclusion This paper has explored the impact of TPMS, a performance management and support tool for trainers, on the work of Training
Project Managers on the Customer Advocacy Training team within Cisco Systems. TPMS was shown to support the work of PMs through
all stages of the ADDIE model. While its focus on the management of the training development process makes it different from
other ID tools, TPMS is nonetheless a tool that supports the work of instructional designers. Depending on the route the CA
team chooses to follow, TPMS could evolve to a Knowledge Management System (KMS) ID that not only manages the development
process but also provides more advanced capabilities for collaboration. 相似文献
4.
The demand for accountability through measurement continues to increase. Although much progress has been made, it remains an issue that challenges even the most sophisticated and progressive performance improvement function. This article provides an overview of best practices in the return‐on‐investment process and describes how applying these measurement practices can have a positive impact on organizational performance and the credibility of performance improvement professionals in the public sector. 相似文献
5.
Paul R. Lyons 《Performance Improvement》2010,49(6):36-41
This article presents a partnership effort among managers, trainers, and employees to spring to life performance improvement using the performance templates (P‐T) approach. P‐T represents a process model as well as a method of training leading to performance improvement. Not only does it add to our repertoire of training and performance management methods, it assists trainers and managers to promote change, achieve flexibility in performance, and enhance the fluency of skill application with regard to critical performance events. 相似文献
6.
Research in the area of technology learning environments is tremendously complex. Tasks performed in these contexts are highly cognitive and mostly invisible to the observer. The nature of performance in these contexts is explained not only by the outcome but also by the process. However, evaluating the learning process with respect to tasks involving technology is difficult to measure objectively. As a result, audit trails (also called log or dribble files) are becoming extremely valuable tools in evaluating learning and performance in complex environments. This article reviews efforts of researchers in various areas, describes the nature of research using dribble files, and provides a framework on which investigators might build evaluations. 相似文献
7.
Tomas R. Giberson Monica W. Tracey Marguerite T. Harris 《Performance Improvement Quarterly》2006,19(4):43-61
This article explores the use of an evaluation model of learning and development utilizing formative, summative, and confirmative steps, along with a framework for developing evaluation tools aligned with organizational change goals. A case study is presented in which formative, summative, and confirmative evaluations were used to assess materials and learners following implementation of a new performance management process, tools, and supporting training. A specific model for developing evaluation tools and techniques is introduced as a way to integrate the evaluation process with the specific content of a learning and development intervention, as well as link to higher‐order cultural change goals. Results of the case study suggest that evaluation tools can provide evidence of improvement and target areas for further work. Recommendations are provided for the researcher or practitioner interested in applying the same or similar models to evaluation. 相似文献
8.
This study explores the issues in the development and application of a competency model and provides implications for more precise integration of competencies into human resource (HR) functions driving performance improvement. This research is based on a case study from a Korean consumer corporation. This study employed document reviews, observation, and interviews. Although competency modeling is time‐consuming work, this study's results found that it can be a helpful intervention tool for improving HR performance in several ways. Furthermore, the results identified critical issues for success in each aspect of competency modeling. This article offers practical and useful insights into the relationship between competency modeling and HR performance improvement. 相似文献
9.
Ryan Watkins 《Performance Improvement》2007,46(4):42-48
In this final of three articles on how to design for performance, you will find practical steps and useful tools for developing the performance technologies that make up a performance improvement system. Use these systemic and systematic processes as the starting place in creating performance technologies that achieve the strategic performance objectives of your organization and its partners. Then improve on these processes by customizing them for the specialized Human Performance Technology (HPT) solutions you have selected for your performance improvement efforts. 相似文献
10.
The E3 process for success provides a basic framework for evaluating the implementation of a training program implemented as a broad‐based performance improvement strategy. The regularity of conducting the evaluation helps to determine challenges and opportunities for modification, integration, and continuous application for the desired change. 相似文献
11.
Using their “license to snoop,” performance architects uncover the nuances of how work gets done in an organization. This is the first of a four‐part series in which each article will present a different organizational level. Typical performance issues and opportunities for each level will be discussed, and helpful models and tools will be shared. Part 1 examines the worker/individual/team level and explores how to use a performance map to help identify the performance improvement needs of individuals or work groups. 相似文献
12.
Paul R. Lyons 《Performance Improvement Quarterly》2011,23(4):71-87
This article presents the training and performance improvement approach, performance templates (P‐T), and provides empirical evidence to support the efficacy of P‐T. This approach involves a partnership among managers, trainers, and employees in the creation, use, and improvement of guides to affect the performance of critical tasks in the operating environment. The P‐T approach requires much involvement and hands‐on activities by training participants, and, as a result, training groups are not large. Given that limitation, a comparison of employees trained with P‐T methods and employees trained in more conventional methods indicates that the P‐T approach can lead to improved performance to some extent over a fairly short period. 相似文献
13.
14.
15.
Catherine M. Sleezer Jiping Zhang Deane B. Gradous Craig Maile 《Performance Improvement Quarterly》1999,12(3):119-131
The article examines three views of performance improvement-scientific management, instructional design, and systems thinking, Each provides a unique view of performance improvement and specific roles for evaluation. Envisioning performance improvement from a single view may be insufficient for evaluating the performance improvement situations found in today's dynamic organisations. The articie provides an integrated definition of performance and a synthesis, model, the Systems Model of Performance. 相似文献
16.
During the last few decades, a number of quality improvement methodologies have been used by organizations. This article provides a brief review of the quality improvement literature related to academia and a case study using Six Sigma methodology to analyze students' performance in a standardized examination. We found Six Sigma to be an effective tool for curriculum improvement and team building. The challenges and benefits of using Six Sigma are discussed. 相似文献
17.
Clare Elizabeth Carey 《Performance Improvement》2010,49(8):43-45
Performance Architecture: The Art and Science of Improving Organizations is a hands‐on guide to real‐world techniques for improving performance within the workplace. This important book explores the Human Performance Technology Landscape model that was presented in the best‐selling book Handbook of Human Performance Technology (3rd ed.). Framed by the Landscape model and supported by other proven models and tools, the book provides effective structures for anyone who needs to develop their performance improvement skills and knowledge and achieve results. Performance Architecture: The Art and Science of Improving Organizations (ISBN: 978‐0‐470‐19568‐0) is published by John Wiley & Sons and the International Society for Performance Improvement. 相似文献
18.
C.A. Dearnley J.D. Taylor J.C. Laxton S. Rinomhota I. Nkosana-Nyawata 《Assessment & Evaluation in Higher Education》2013,38(4):436-450
The aim of this study was to evaluate newly developed performance feedback tools from the student perspective. The tools were innovative in both their mode of delivery and the range of stakeholders they involved in the feedback process. By using the tools in health and social care settings, students were able to engage in interprofessional assessment of common competences and obtain performance feedback from a range of stakeholders not commonly involved in work-based learning; these included peers and service users. This paper discusses the ways in which the performance feedback tools were developed by a collaborative programme and compares their delivery, across a wide range of professions and work-based settings, in paper-based, web-based and mobile formats. The tools were evaluated through a series of profession-specific focus groups involving 85 students and 7 professions. The data were analysed thematically and reduced to three key categories: mode of delivery, assessment tool dynamics and work-based issues. These will be discussed in detail. The students agreed that the structured way of capturing and documenting feedback from several sources would support their practice placement learning. The reflective nature of the tools and the capacity for guiding reflection was also welcomed. The concepts of gaining service user, peer and/or interprofessional feedback on performance were new to some professions and evoked questions of reliability and validity, alongside appreciation of the value they added to the assessment process. 相似文献
19.
Developing tools for monitoring the correlations among thousands of financial data streams in an online fashion can be interesting and useful work. We aimed to find highly correlative financial data streams in local patterns. A novel distance metric function slope duration distance （SDD） is proposed, which is compatible with the characteristics of actual financial data streams. Moreover, a model monitoring correlations among local patterns （MCALP） is presented, which dramatically decreases the computational cost using an algorithm quickly online segmenting and pruning （QONSP） with O（1） time cost at each time tick t, and our proposed new grid structure. Experimental results showed that MCALP provides an improvement of several orders of magnitude in performance relative to traditional naive linear scan techniques and maintains high precision. Furthermore, the model is incremental, parallelizable, and has a quick response time. 相似文献
20.
Fred Nickols 《Performance Improvement》2010,49(8):21-26
This article presents the target model of human behavior and performance. The model is a closed‐loop, feedback‐governed view of human behavior and performance, which is to say it acknowledges that the performer controls his or her performance. The model provides a useful diagnostic framework for examining problems of human performance in the workplace. An example of its application is included. 相似文献