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Hied2006 performance Improvement Theory

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Hied2006 performance Improvement Theory

  1. 1. Performance Improvement Theory: Applying Theory to Practice Download at: www.coe.unt.edu/Allen/Download.htm
  2. 2. • 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
  3. 3.   Human Performance Technology takes 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
  4. 4. • 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)
  5. 5. Opposing Beliefs? Learning Vs Performance
  6. 6. 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)
  7. 7. • 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)
  8. 8. Origins of HPT • Behavior & Performance are different. • Human performance is the valued accomplishments that result from human behavior (Gilbert, 1978)
  9. 9. A System Input Process Output Feedback Environment
  10. 10. Systems Theory U.S. Arms Threat to Soviets Need to Build Soviet Arms Soviet Arms Threat to America Need to Build U.S. Arms Linear Model Soviet Arms Threat to America Need to Build U.S. Arms U.S. Arms Threat to Soviet Need to Build Soviet Arms Systems Model (Senge, 1990)
  11. 11. The Organization as a System The Organizational Level The Process Level The Individual Level The Environment Boss Manager Worker SupervisorSupervisor WorkerWorker Worker WorkerWorker
  12. 12. Organizational Inputs Org. Goals Org. Values Org. Climate Job Standards Job Experiences People Knowledge Skills Motivation Input Behaviors Job Related: *Actions *Decisions *Thoughts *Prob. Solving *Dec. Making Process Performance Results of Job- related behaviors *Individuals *Groups As measured by: *Cost *Quality *Quantity Consequences Results 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
  13. 13. Learning Performance Continuum
  14. 14. Jeff Allen & Russell Elleven University of North Texas Department of Technology and Cognition P.O. Box 311337 Denton, Texas 76203-1337 Email: Jallen@unt.edu, Relleven@unt.edu Phone: (940)565-2093 Download at: www.coe.unt.edu/Allen/Download.htm

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