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: Jallen@unt.edu, Relleven@unt.edu

Phone: (940)565-2093

Download at: www.coe.unt.edu/Allen/Download.htm