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Back to the Performance Improvement Journal Home PageOctober, 2004 Editor’s Notes: Cost and Value in Human Performance Technology
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Executive Summaries
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| The Knowledge, Attitudes, and Behaviors Approach: How to Evaluate Performance and Learning in Complex Environments by P.G. Schrader, PhD, and Kimberly A. Lawless, PhD The knowledge, attitude, and behavior (KAB) approach has been shown to be effective and pragmatic as a research framework. It has been applied to many fields including education, medicine, nutrition, and social services. KAB is highly valuable when an intervention is also interested in measuring behavioral or performance change. In this context, performance improvement is discussed in terms of positive KAB change. This article reviews efforts of many researchers in various areas and describes the constructs and measurement techniques. Ultimately, the broad steps in applying the method are outlined from the perspective of KAB research investigations. A New Paradigm of Thought for HPT by Richard F. Gerson, PhD, CPT Human performance technology (HPT) is heavily focused on theories and models that identify what is wrong with either individual performers or their organizations. We conduct gap analyses to identify needs so we can focus on improving the people and their organizations. Yet we have trouble “getting a seat at the corporate table.” It is time for a new look at HPT, since our field has so much to offer clients. We must begin looking at the strengths of individual performers and find out how to enhance those strengths to create more powerful organizations. Several new approaches have begun to speak to this approach, including positive psychology, appreciative inquiry, and sports psychology. These approaches have been combined to create a model for performance enhancement called Positive CORE. This article describes the development of Positive CORE, its application to a sales organization, and how the field of HPT can revise its focus to a more positive approach. Technology Acceptance: Increasing New Technology Use by Applying the Right Messages by D. Stephen Taylor This article examines the application of the four determinants derived from the unified theory of acceptance and use of technology. First, the theory is discussed as relevant to application in today’s businesses environment. Next, the theory is defined and broken down into its four parts, using definitions, related terms, and relevant moderators for each determinant. Then a discussion of each determinant takes place, examining how they relate to new technology applications. In addition, examples provide practical ways the four determinants could be applied to a communication plan or other facet of a new technology rollout. Effective Performance Management Systems: Current Criticisms and New Ideas for Employee Evaluation by David G. Gliddon Performance management is an ongoing dialogue between a supervisor and employee that links expectations, ongoing feedback and coaching, performance evaluations, development planning, and follow up. Since few jobs have clear, comprehensive, objective performance measures that eliminate the need for supervisory judgment, the most widely used methods of employee evaluation are subjective in nature. The concepts, tools, and intention of performance management are designed to evaluate and compensate employees in a fair, accurate, and effective manner. The major problem with performance management systems is a failure in the execution and development of accurate and legally defensible employee evaluations. Effective employee evaluations, as part of a performance management system, motivate by recognizing achievement and fostering employee development. Mega as the Basis for Useful Planning and Thinking by Roger Kaufman, PhD, CPT Mega planning and thinking is a practical and ethical focus for professionals who intend to add value to individuals, organizations, and our shared society--and who intend to prove the value added. Mega takes a primary focus on the survival and self-sufficiency of all stakeholders. It is a shared decision on what results to get, not an imposition of the will of a few upon the many. The rationale for Mega planning and thinking is provided along with reasons for possible misunderstanding about what Mega is and is not. |
