Performance improvement theory

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PERFORMANCE IMPROVEMENT THEORY

The Instructional Design Knowledge Base; Theory,REsearch and Practice Rita C. Richey,James D. Klein and Monica W. Tracey

Wednesday, July 27, 11

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Performance Improvement

PI is concerned with measurable performance and how to structure elements within a results-oriented

system (Stolovitch & Keeps, 1999).

PI can be applied to improve the

performance of organizations,

processes, and individuals

(Rummler & Brache, 1995).


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The main elements of generic PI models

PI is concerned with measurable outcomes in results-oriented systems.

KEYPrinciples

PI can be applied to improve performance of organizations, processes, and individuals.

• performance analysis, • cause analysis, • intervention selection, • design and

development, • implementation and

change management,• evaluation.


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Philosophical Emphases

• Human performance follows specific laws that can often be predicted and controlled (i.e., empiricism).

• PI theory reflects the belief that practical findings can be used as the basis for knowledge and meaning (i.e., pragmatism).

• Organizational theory emphasizes the use of intrinsic motivation and growth of individual in an organization (i.e., humanism).


• Behavioral learning theory,

• Communications theory,

• General systems theory,

• Instructional systems design, and

• Organizational development

Theoretical Foundations


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Early Contributors:

• William Deterline, •Thomas Gilbert, Joe Harless, •Roger Kaufman, •Donald Kirkpatrick, •Robert Mager, and •Geary Rummler


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Applications to ID:

•Evaluation•Front-End Analysis•Intervention Design and

Implementation•Strategies for Promoting

Transfer


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Research Support Studies of ::

•Electronic Performance Support Systems (e.g., Nguyen & Klein, 2008)•Implementation of Performance Interventions (e.g., Rossett & Tobias,

1999; Vadivelu & Klein, 2008)•Review of PI Research (e.g., Clark & Estes, 2002; Klein, 2002; Marker, et

al., 2006; Conn & Gitonga, 2002)


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• Human Resource Management• Organizational Development • Performance Support Systems• Strategic Planning

Related Concepts:


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Learners and Learning Processes :

• The three main individual factors that influence performance are • knowledge, • capacity, and • motives.


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Learning and Performance Contexts :


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Learning and Performance Contexts :•Critical Contexts

(orienting, transfer, and performance)


• Relevant aspects of the performance context (on-the-job environments, organizational impact, and return on investment)

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• Relevant aspects of the performance context (on-the-job environments, organizational impact, and return on investment)

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• Contextual Characteristics (physical resources and materials, managerial and supervisor support, and socio-cultural)


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Strategies

Instructional and No instructional Strategies


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Strategies

Improved Work Environment



Incentives and Rewards

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Strategies





Job and Organizational Structure Redesign

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Strategies






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Strategies



Performance Feedback




Performance Support Systems

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Strategies








Resource and Tool Modification

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Strategies








Resource and Tool Modification Training

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Strategies





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Designers and Design Processes


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Designer Characteristics (expertise and competence)



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Analysis (cause, cost, environment, gap, job,

organization, problem, and performance )


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Change Management




Assessment and Evaluation (formative, summative, and

confirmative)

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Change Management




Assessment and Evaluation (formative, summative, and

confirmative)

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Change Management



Intervention Selection, Design, Development, and Implementation


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MODELS OF PERFORMANCE IMPROVEMENT

A Comprehensive Performance Improvement Model


From Fundamentals of Performance Technology: A Guide to Improving People, Process, and Performance (2 nd Edition) by D.M. Van Tiem, J.L. Moseley, & J.C. Dessinger, 2004, p.7. Copyright 2004 by the International Society for Performance Improvement (http://www.ispi.org). Used with permission.Page AjSuE

OrganizationalAnalysis

Desired Performance

Lack ofEnvironmental

Support

Lack of RepertoryBehavior

Performance Support

Job & Work Design

Personal Development

Human Resource Development

Organization Design & Communication

Financial Systems

cHangeManagement

ProcessConsulting

EmployeeDevelopment

Communication

NetworkingEnvironmentalAnalysis

ActualPerformance

FormativeSummative

Confirmative

Evaluation

GapAnalysis

Performance Analysis

Cause Analysis

InterventionSelection & Design

Implementation &Change Management

Figure 9.1 A Comprehensive Model of Performance Improvement.


http://www.ispi.org

http://www.ispi.org

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Instructional and No instructional Performance Interventions

Intervention Description360-Degree Feedback Employee development feedback obtained

from subordinates, peers, and managers in the organization’s hierarchy

Accelerated Learning Programs to enable faster retention of specific issues using multiple mediums of learning such as projects, classroom teaching, e-learning, and team-building activities

Action Learning Process for group-based problem solvingClassroom Training Formal instructor-led programs delivered to

develop specific employee skillsCoaching/Mentoring Assigning coaches/ mentors to employees

for developing their skills Compensation Systems Providing bonuses, stocks, salary increases,

and other rewards to motivate employees


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Intervention DescriptionCompetency Assessment Competencies evaluated through various

assessments for employee selection, certification, and advancement

Conflict Management System for handling of conflicts constructively

Cultural Change Management

Process for altering the way people think, behave, interact, and perform within an organization

Diversity Programs Initiatives designed to foster creativity by leveraging the cultural differences among employees

E-learning/Web-Based Learning

Programs enabling learning on the web (videos, recorded classes, and Virtual resources)

Electronic Performance Digital programs that provide just-in-time, on-demand


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Intervention DescriptionSupport Systems Information necessary for accomplishing tasks

Employee Assistance Programs designed to address work-life balance, professional development, and other personal issues

Employee Orientation Introducing and welcoming new employees to the organization and helping them become productive quickly

Ergonomics Modifying the physical workplace to enable increased productivity

Information Systems Storing and retrieving employee information such as rate of pay, attended classes, vacation hours, etc.

Job Aids Method for providing essential information when performer is carrying out the task that reduces amount of recall and minimizes error


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Intervention DescriptionJob Rotation Changing workflow in order to ensure

employees are provided opportunities to develop new skills

Leadership Development Programs and initiatives that enable development of larders focusing on the interpersonal linkages between individuals in a team

Management Development Programs that enable development of managers within organizations

Meetings/Dialogue Process for bringing people together to collectively share information, plan, make decisions and solve problems

Motivation Systems Process for increasing employee performance by providing external rewards and feedback or by addressing intrinsic rewards by aligning projects with employee interests


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Intervention DescriptionOrganizational Communication

Using the company intranet and other corporate communication tools to facilitate organizational change, receive feedback, etc.

Physical Resource Management

Providing physical resources and facilities that encourage employee performance

Performance Appraisal Process for identifying, evaluating, and developing performance of employees

Succession Planning Process for identifying, evaluating, and developing performance of employees

Teambuilding Creating small group of people with complementary skills who are committed to a common goal, and hold themselves mutually accountable

Virtual Communication Tools and processes that enable remote collaboration of employees in different parts of the globe


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For More InformationThe Instructional Design Knowledge Base; Theory,REsearch and Practice

Rita C. Richey,James D. Klein and Monica W. Tracey

pp. 146-166


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