Post on 05-Apr-2018
8/2/2019 HPI Complete GROUP 2
1/40
HUMAN PERFORMANCE
IMPROVEMENT
Group 2
1
8/2/2019 HPI Complete GROUP 2
2/40
Measuring performance is an exercise in measuring the past. It is the
use of that data to plan an improved future that is all important.(Peter Brophy, 2006)
PERFORMANCE MEASUREMENT
2
8/2/2019 HPI Complete GROUP 2
3/40
PRESENTATION OUTLINE1. Concept of Performance Measurement
2. Definitions of Human Performance
Improvement (HPI)
3. Importance of HPI
4. Models of HPI
5. Example of HPI6. Conclusions
3
8/2/2019 HPI Complete GROUP 2
4/40
Vision statements provide a broad guideline of future
organizational goals, mission statements define the scope of
the organization, differentiate it from competitors and give a
summary of why the organization exists Bowen (2005)
INTRODUCTION
4
8/2/2019 HPI Complete GROUP 2
5/40
Definition
systematicapproach to
improveproductivity and
competence
a set of methodsand procedures -and a strategy forsolving problems
realizingopportunitiesrelated to the
performance ofpeople.
5
INTERNATIONAL SOCIETY OF PERFORMANCE IMPROVEMENT (2006)
8/2/2019 HPI Complete GROUP 2
6/40
HPI
Systematic
systemic
Grounded inscientifically
derivedtheories
Open to allmeans,
method andmedia
Focused onachievementthat human
performers andthe system
value
HUMAN PERFORMANCE IMPROVEMENT
CHARACTERISTICS
8/2/2019 HPI Complete GROUP 2
7/40
PROCESS MODEL
PerformanceAnalysis
CauseAnalysis
Intervention Implementation ChangeManagement
Evaluationand
Measurement
Design / Develop
Need Analysis Impliment
Evaluation
8/2/2019 HPI Complete GROUP 2
8/40
NEEDS ANALYSISTraining Needs Analysis
Human Performance Improvement
Focuses on gaps in knowledge and skills Focuses on organizations, processes and the individual
Not as systematic as HPI Very systematic, looking at all aspects of performance
gaps in organizations, processes, and individuals
Does not typically recommend interventions beyond a
training program
Recommends interventions in all areas of the
organizations, processes, and individuals.
Training usually conducted at the individual level Training may be only one element of an HPI
intervention
May or may not be linked to goals or incentives Goals and incentives are keys to an HPI intervention
Not as results focused. Typically other elements need
to be included to ensure appropriate results. These are
outside a training analysis
Always results based including all aspects of an
organizations, a process, or an individuals performance
8/2/2019 HPI Complete GROUP 2
9/40
RUMMLERS MODEL
Do the work processes
impede performance?
Do performers have what they need(time, tools, staff, information)?
1. Barriers 2. Performance Expectations
Have performance expectationsbeen established?
Communicated?
6. Individual Abilities
5. Knowledge/Skill
Do the performers have the necessary skill
and knowledge to perform?
Do the performers know why desired
performance is important?
Are they capable physically, mentally, and
emotionally to perform?
4. Feedback
Do performers receive feedback about
their performance?
Is the information they receive
relevant?
accurate?
timely?
specific?
constructive?Easy to understand?
3. Consequences
Are there negative consequences to
nonperformance?
Are there positive consequences for
good performance?
Are the consequences timely?
8/2/2019 HPI Complete GROUP 2
10/40
8/2/2019 HPI Complete GROUP 2
11/40
11
Individualsand
Organization
performanceanalysis
causeanalysis
interventionselection
8/2/2019 HPI Complete GROUP 2
12/40
1.1 GOOD STAFF CRITERIA
TRADITIONAL MEASUREMENT
Revenues and expenditures
Community size/registered borrowers
Staff size and salariesNEW MEASUREMENT
Positive impact and outcomes
for customers
Value to customers and
stakeholders
*Tell us the value to the user
(Hiller & Kyrillidou, 2008)
12
8/2/2019 HPI Complete GROUP 2
13/40
1.5 THE CHALLENGES
Traditional statistics dont define the 21st Century
Can no longer tell the staff performance
May not be aligned with organizational goals and plans
Dont define and measure service quality
Need metrics describing outcomes: success and valuefrom the users perspective
Provide the organizational culture, structure, tools, &
skill sets needed for oragnization to acquire & use this
information(Hiller & Kyrillidou, 2008)
13
8/2/2019 HPI Complete GROUP 2
14/40
1.2 DEFINITION OF PERFORMANCE MEASUREMENT
Performance measurement is the ongoing
monitoring and reporting of program
accomplishments, particularly progress
towards pre-established goals(United States General Accounting Office ,1998)
14
8/2/2019 HPI Complete GROUP 2
15/40
1.3 THE ASPECTS OF EVALUATION
eedback
inputs processes outputs outcomesresources performance customers
(human/
financial etc)measures
service
qualitysatisfaction
Evaluation
Source: Cullen (1998) 15
8/2/2019 HPI Complete GROUP 2
16/40
5.PERFORMANCEMEASUREMENTS
MODELS
16
8/2/2019 HPI Complete GROUP 2
17/40
5.1 Performance Measurement Model
Figure 1Source : Boekhorst (1995)
17
8/2/2019 HPI Complete GROUP 2
18/40
5.1 Performance Measurement Model
Performance is the degree to which a library is
achieving its objectives, particularly in term of users
needs
Performance indicators (measures) are quantified
statements used to evaluate the performance of the
library in achieving its objectives
18
8/2/2019 HPI Complete GROUP 2
19/40
HPI EXAMPLE IN THE
ORGANIZATIONS
19
8/2/2019 HPI Complete GROUP 2
20/40
(1) AN EXPLORATORY STUDY OF
MANUFACTURING FIRMS IN SRI LANKA
TYPES OF
ORGANIZATION
TYPES OF MEASURES RESULTS
The Department of Census
and Statistics of Sri Lanka
Classifies industrialestablishments into 3 main
divisions:
a) Mining and Quarrying
b) Manufacturing
c) Production &distribution of
Electricity, Gas & Water
five-point Likert response
scale ranging from 1 (strongly
disagree) to 5 (strongly
agree)
Team work,
communication,
performance
evaluation,empowerment,
rewards and
recognition, and skill
development
practices significantly
positively correlatewith quality results
20
8/2/2019 HPI Complete GROUP 2
21/40
21
8/2/2019 HPI Complete GROUP 2
22/40
(2)
New Paradigm
Individual
+Organization & Processes
=
Performance
8/2/2019 HPI Complete GROUP 2
23/40
SAFER Dialogue
Product
Results
OrganizationalProcesses
& Values
Anticipate Error
Traps
Evaluate
Defenses
Summarize
Critical
Steps
Post-Job
Briefing
PLAN PREPARE PERFORM
SAFER STAR
Worker
BehaviorITH
LEARNMGT System
Feedback
Job-SiteConditions
Review
Experience
PURSUE EXCELLENCE
Stop
Think
Act
Review
Look Critically, Engage to Improve, Avoid Recurrence,
Report Honestly, and Nurture Learning in Others
TaskDemands
Work
Environment
Human
Nature
Individual
Capabilities Foresee
Potential
Consequences
Pre-job
BriefingA Dialogue
Task
PreviewBefore & During
Pre-job
Briefing
Proactive Mental Framework
8/2/2019 HPI Complete GROUP 2
24/40
Limited short-term memory Personality conflicts
Mental shortcuts (biases) Lack of alternative indication
Inaccurate risk perception (Pollyanna) Unexpected equipment conditions
Mindset (tuned to see) Hidden system response Complacency / Overconfidence Workarounds / OOS instruments
Assumptions (inaccurate mental picture) Confusing displays or controls
Habit patterns Changes / Departures from routine
Stress (limits attention) Distractions / Interruptions
Human NatureWork Environment Illness / Fatigue Lack of or unclear standardsHazardous attitude for critical task Unclear goals, roles, & responsibilities
Indistinct problem-solving skills Interpretation requirements
Lack of proficiency / Inexperience Irrecoverable acts
Imprecise communication habits Repetitive actions, monotonous
New technique not used before Simultaneous, multiple tasks
Lack of knowledge (mental model) High Workload (memory requirements) Unfamiliarity w/ task / First time Time pressure (in a hurry)
IndividualCapabilitiesTask Demands
Error Precursors -- Short List
8/2/2019 HPI Complete GROUP 2
25/40
SummarizeCriticalSteps
Anticipate Error
Traps
Foresee
Potential
Consequences
Evaluate
Defenses
Review
Experience
Task
Preview
Before & DuringPre-job
Pre-job
Briefing
A Dialogue
SAFER Dialogue
8/2/2019 HPI Complete GROUP 2
26/40
80% Human Error30%
Individual
20% Equipment
Failures
Human Errors
Occurrences
70% Latent
Organization
Weaknesses*
(Slips, trips, lapses)
* Latent Organization Weakness Hidden deficiencies in managementcontrol process or values creating workplace conditions that can provoke
an error and/or degrade the integrity of defenses
8/2/2019 HPI Complete GROUP 2
27/40
(3)
MODEL OF HUMAN PERFORMANCE IMPROVEMENT
8/2/2019 HPI Complete GROUP 2
28/40
The Human Performance Improvement model
developed and evolved from work in systems
engineering, behavioural and cognitive
psychology, instructional systems design, andstudy of analytical systems. The use of the
model allows for a streamlined approach for
analyzing performance problems and findingthe solution that best fits the problem.
8/2/2019 HPI Complete GROUP 2
29/40
8/2/2019 HPI Complete GROUP 2
30/40
(4)
CASE STUDY :
The Relationship Between
Knowledge Sharing, Employee
Performance And Service Delivery InPublic Sector
Organisations: A Theoretical
FrameworkRUZAINI BIN KAMARUDIN
FACULTY OF EDUCATIONAL STUDIES
GS30053
8/2/2019 HPI Complete GROUP 2
31/40
INTRODUCTION
Public sector efficiency and effectiveness have alwaysbeen important issues for many countries, includingMalaysia.
Suggested by Wiig, knowledge management couldplay an important role in improving the efficiency ofpublic administration
For non-profit oriented organizations like the publicsector, knowledge sharing can help to increasecontinuous performance, service delivery, and alsocustomer and staff satisfaction.
8/2/2019 HPI Complete GROUP 2
32/40
THEORY
According to Rao performance is what isexpected to be delivered by an individual or a setof individuals within a time frame, and it hasmany dimensions. These include: output
dimensions, input dimensions, time dimensions,focus dimensions, quality dimensions and costdimensions. Due to the various dimensions ofperformance, there is no universally accepted
model or a single best measure for performance[20]. However, in general, performance can bemeasured at two levels: employee or individualperformance and organizational performance.
8/2/2019 HPI Complete GROUP 2
33/40
EMPERICAL EVIDENTS
Recommendations - 9th Malaysia Plan is the creation of aknowledge-based public service through encouraging knowledgesharing among and within government agencies.
Previous works assert that it is the lack of information andknowledge sharing that leads to poor public sector service delivery
as evinced by the number of grievances received by the PublicComplaints Bureau. The government of Malaysia seeks to ensurethat public complaints are managed effectively.
The theory is considered relevant to the study as to render betterservice, employees should have knowledge about what they areproviding to the people.
It is impossible for employees to deliver good service withouthaving relevant knowledge.
8/2/2019 HPI Complete GROUP 2
34/40
(5)Strategy and Structure Follow People:
Improving Organizational Performance
Through Effective Executive Search
By Mark S. Van Clieaf
8/2/2019 HPI Complete GROUP 2
35/40
8/2/2019 HPI Complete GROUP 2
36/40
7. CONCLUSION Measures, & standard are essential forthe enhancement & transformation
towards excellence.
HPI can help libraries to distinguish the
factors that will create VALUE
In order to increase the understanding
about HPI among staffs, more efforts
are needed to ensure all of them will
go hand-in-hand in contributing to the
process of achieving the HPI.36
8/2/2019 HPI Complete GROUP 2
37/40
8/2/2019 HPI Complete GROUP 2
38/40
38
8/2/2019 HPI Complete GROUP 2
39/40
REFERENCESAdvanced Performance Institute. (2011). Key performance indicators (KPIs) - explained: Examples, reporting &
case studies... Retrieved 5/1/2011, 2011, from http://www.ap-institute.com/Key Performance
Indicators.htmlBourne, M., & Bourne, P. (2002). Balanced scorecard in a week. London: Hodder & Stoughton.
Brophy, P. (2006). Measuring library performance: Principles and techniques. London: Facet.
Chan, A. P. C., & Chan, A. P. L. (2004). Key performance indicators for measuring construction success.
Benchmarking: An International Journal, 11(2), 203-221.
Cullen, R. (1998). Measure for measure: A post modern critique of performance measurement in libraries and
information services. Iatul Conference Proceedings,
Fitz-Gibbon, C. T. (1990). Performance indicators. Clevedon, Avon, England; Philadelphia: Multilingual Matters.
Human performance improvement in organizations: Potential application for the nuclear industry. IAEA in
Austria November 2005
International standard ISO 11620. (2005). International standard. ISO 11620, information and documentation
= information et documentation. library performance indicators = indicateurs de performance des
bibliothques. Geneva: ISO Copyright Office.
John Reh, F. (1997). Key performance indicators what are key performance indicators or KPIS. Retrieved
3/19/2011, 2011, from http://management.about.com/cs/generalmanagement/a/keyperfindic.htm
Krishnapillai, A. (2009). Understanding key performance indicators through driver measures. (M.Sc., University
of Ottawa (Canada)). , 115.
Parmenter, D. (2009). Key performance indicators (KPIS) developing, implementing, and using winning KPIs.
Pekeliling Kemajuan Pentadbiran Awam Bilangan 2 Tahun 2005.
Garis Panduan Bagi Mewujudkan Petunjuk-Petunjuk Prestasi Utama Atau Key Performance Indicators
(KPIS) Dan Melaksanakan Pengukuran Prestasi Di Agensi Kerajaan, (2005). Retrieved fromhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.my 39
http://www.ap-institute.com/Keyhttp://management.about.com/cs/generalmanagement/a/keyperfindic.htmhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.myhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.myhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.myhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.myhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.myhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.myhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.myhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.myhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.myhttp://docs.google.com/viewer?a=v&q=cache:0hbDCtU8Qw4J:e-maik.myhttp://management.about.com/cs/generalmanagement/a/keyperfindic.htmhttp://www.ap-institute.com/Keyhttp://www.ap-institute.com/Keyhttp://www.ap-institute.com/Key8/2/2019 HPI Complete GROUP 2
40/40
REFERENCES
Performance measurement in libraries. Retrieved 10/9/2011, 2011, fromhttp://webcache.googleusercontent.com/search?q=cache:EekY2NzOgZcJ:old.libqual.org/documents/admin/TelAviv_Hiller&Kyrillidou.ppt+performance+measurement+in+libraries+Steve+Hiller&cd=1&hl=en&ct=clnk&gl=my
Ministry of Higher Education. (2011). University act. Retrieved 5/1/2011, 2011, fromhttp://www.portal.mohe.gov.my/portal/page/portal/ExtPortal/MOHE_MAIN_PAGE/Information/University Act
Mohd Najib, T. R. (2009a).
KPIS nasional diperkenal hujung bulan. Retrieved 3/19/2011, 2011, fromhttp://www.pmo.gov.my/?menu=newslist&news_id=239&news_cat=13&page=1731&sort_year=&sort_month=
Mohd Najib, T. R. (2009b). Najib: KPIS for all government matters. Retrieved 4/30/2011, 2011, fromhttp://thestar.com.my/news/story.asp?file=/2009/6/20/nation/4162443&sec=nation
Murley, P. (1997). Gower handbook of customer service. Aldershot, Hampshire, England; Brookfield,Vt.: Gower.
Rothwell, W. J., Hohne, C.K., King, S. B. (2007). Human performance improvement: Building
practitioner performance. (2nd Edition). Burlington, MA: Elsevier.Sanchez, H., & Robert, B. (2010). Measuring portfolio strategic performance using key performanceindicators. Project Management Journal, 41(5), 64-73.
Toor, S., & Ogunlana, S. O. (2010). Beyond the iron triangle: Stakeholder perception of keyperformance indicators (KPIs) for large-scale public sector development projects. InternationalJournal of Project Management, 28(3), 228-236.
40
http://webcache.googleusercontent.com/search?q=cache:EekY2NzOgZcJ:old.libqual.org/documents/admin/TelAviv_Hiller&Kyrillidou.ppt+performance+measurement+in+libraries+Steve+Hiller&cd=1&hl=en&ct=clnk&gl=myhttp://webcache.googleusercontent.com/search?q=cache:EekY2NzOgZcJ:old.libqual.org/documents/admin/TelAviv_Hiller&Kyrillidou.ppt+performance+measurement+in+libraries+Steve+Hiller&cd=1&hl=en&ct=clnk&gl=myhttp://webcache.googleusercontent.com/search?q=cache:EekY2NzOgZcJ:old.libqual.org/documents/admin/TelAviv_Hiller&Kyrillidou.ppt+performance+measurement+in+libraries+Steve+Hiller&cd=1&hl=en&ct=clnk&gl=myhttp://webcache.googleusercontent.com/search?q=cache:EekY2NzOgZcJ:old.libqual.org/documents/admin/TelAviv_Hiller&Kyrillidou.ppt+performance+measurement+in+libraries+Steve+Hiller&cd=1&hl=en&ct=clnk&gl=myhttp://webcache.googleusercontent.com/search?q=cache:EekY2NzOgZcJ:old.libqual.org/documents/admin/TelAviv_Hiller&Kyrillidou.ppt+performance+measurement+in+libraries+Steve+Hiller&cd=1&hl=en&ct=clnk&gl=myhttp://www.portal.mohe.gov.my/portal/page/portal/ExtPortal/MOHE_MAIN_PAGE/Information/Universityhttp://www.portal.mohe.gov.my/portal/page/portal/ExtPortal/MOHE_MAIN_PAGE/Information/Universityhttp://www.portal.mohe.gov.my/portal/page/portal/ExtPortal/MOHE_MAIN_PAGE/Information/Universityhttp://www.portal.mohe.gov.my/portal/page/portal/ExtPortal/MOHE_MAIN_PAGE/Information/Universityhttp://www.portal.mohe.gov.my/portal/page/portal/ExtPortal/MOHE_MAIN_PAGE/Information/Universityhttp://www.pmo.gov.my/?menu=newslist&news_id=239&news_cat=13&page=1731&sort_year=&sort_month=http://www.pmo.gov.my/?menu=newslist&news_id=239&news_cat=13&page=1731&sort_year=&sort_month=http://www.pmo.gov.my/?menu=newslist&news_id=239&news_cat=13&page=1731&sort_year=&sort_month=http://www.pmo.gov.my/?menu=newslist&news_id=239&news_cat=13&page=1731&sort_year=&sort_month=http://thestar.com.my/news/story.asp?file=/2009/6/20/nation/4162443&sec=nationhttp://thestar.com.my/news/story.asp?file=/2009/6/20/nation/4162443&sec=nationhttp://thestar.com.my/news/story.asp?file=/2009/6/20/nation/4162443&sec=nationhttp://thestar.com.my/news/story.asp?file=/2009/6/20/nation/4162443&sec=nationhttp://thestar.com.my/news/story.asp?file=/2009/6/20/nation/4162443&sec=nationhttp://www.pmo.gov.my/?menu=newslist&news_id=239&news_cat=13&page=1731&sort_year=&sort_month=http://www.pmo.gov.my/?menu=newslist&news_id=239&news_cat=13&page=1731&sort_year=&sort_month=http://www.portal.mohe.gov.my/portal/page/portal/ExtPortal/MOHE_MAIN_PAGE/Information/Universityhttp://www.portal.mohe.gov.my/portal/page/portal/ExtPortal/MOHE_MAIN_PAGE/Information/Universityhttp://webcache.googleusercontent.com/search?q=cache:EekY2NzOgZcJ:old.libqual.org/documents/admin/TelAviv_Hiller&Kyrillidou.ppt+performance+measurement+in+libraries+Steve+Hiller&cd=1&hl=en&ct=clnk&gl=myhttp://webcache.googleusercontent.com/search?q=cache:EekY2NzOgZcJ:old.libqual.org/documents/admin/TelAviv_Hiller&Kyrillidou.ppt+performance+measurement+in+libraries+Steve+Hiller&cd=1&hl=en&ct=clnk&gl=myhttp://webcache.googleusercontent.com/search?q=cache:EekY2NzOgZcJ:old.libqual.org/documents/admin/TelAviv_Hiller&Kyrillidou.ppt+performance+measurement+in+libraries+Steve+Hiller&cd=1&hl=en&ct=clnk&gl=my