hied2006 performance improvement theory
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Performance Improvement
Theory:
Applying Theory to Practice
Download at: www.coe.unt.edu/Allen/Download.htm
• Performance, in this context, is not relating to theatrical or artistic endeavors. Rather, it refers to quantified results, accomplishment, execution, or achievement of work.
• Performance may be defined as the outcome of behavior. Where individual behavior produces outcomes that change the individual's environment.
Some Definitions
Human Performance Technologytakes a systems view of the organization.
• It looks at all the organizational elements that affect overall performance.
• Results of the HPT efforts are to maximize the valued achievements of people toward operational and organizational goals.
Some Definitions
• Human performance is the outcome of behavior.
“Behavior is individual activity whereas the outcomes of behaviors are the ways in which the behaving individual’s environment is somehow different as a result of his or her behavior.” (Nickols, 1977, p. 14)
Opposing Beliefs?Learning
VsPerformance
Learning vs Performance• Performance is a natural outcome of
human activity
• Performance is necessary for economic activity
• Performance can be used as an instrument of organizational oppression
(Holton, 2000)
• Learning is a humanistic endeavor
• Learning is a value-neutral transfer of information
• Learning can be used tool for societal oppression
Learning vs Performance
(Holton, 2000)
Origins of HPT
• Behavior & Performance are different.
• Human performance is the valued accomplishments that result from human behavior
(Gilbert, 1978)
A System
Input Process Output
Feedback
Environment
Systems Theory
U.S.Arms
Threat to Soviets
Need to BuildSoviet Arms
SovietArms
Threat to America
Need to BuildU.S. Arms
LinearModel
SovietArms
Threat toAmerica
Need to Build U.S.Arms
U.S.Arms
Threat toSoviet
Need to Build SovietArms
SystemsModel
(Senge, 1990)
The Organization as a System
The Organizational Level
The Process Level
The Individual Level
The EnvironmentBoss
Manager
Worker
SupervisorSupervisor
WorkerWorker Worker WorkerWorker
OrganizationalInputs
Org. GoalsOrg. ValuesOrg. Climate
Job StandardsJob Experiences
People
KnowledgeSkillsMotivation
Input
Behaviors
Job Related:*Actions*Decisions*Thoughts*Prob. Solving*Dec. Making
Process
Performance
Results of Job-related behaviors*Individuals*GroupsAs measured by:*Cost*Quality*Quantity
ConsequencesResults of performance:*Rewards*Incentives*Recognition*Status*Responsibility
Outputs
Adapted from Jacobs (1989)
Information about the consequences transmitted to: *People*Organization*Job
Feedback
*Competition*Micro/Macro Economics
Environment
Learning Performance Continuum
Jeff Allen & Russell Elleven
University of North Texas
Department of Technology
and CognitionP.O. Box 311337
Denton, Texas 76203-1337
Email: [email protected], [email protected]
Phone: (940)565-2093
Download at: www.coe.unt.edu/Allen/Download.htm