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January, 2005
Volume 44 / Number 1
Editor’s Notes: Models and Methods of Improving Performance
by Doug Leigh
Readers’ Forum
Commentary: Human Performance Technology--Professional Communities
(85 kb PDF)
by Ray Svenson
Performance as Intervention (Performer as Interventionist)
by Fred Nickols, CPT
Five Research-Tested Team Motivation Strategies
by Richard E. Clark, EdD, CPT
Energy Investment: Beyond Competence
by Donald T. Tosti, PhD, CPT, and John Amarant, CPT
Human Performance Technology:
From Taylor’s Scientific Management to Gilbert’s Behavior Engineering Model
by Seung Youn (Yonnie) Chyung, EdD
Minimalist Documentation and Job Aids Result in Interactivity and Ease
by Sandra Canzoneri, MA, and Darlene M. Van Tiem, PhD, CPT
Effective Ways to Foster Learning
by Jialin Yi
Tools of the Trade: Interpreting Nonverbal Communication in Interviews
by Mark J. Lauer
Book Review: Fundamentals of Performance Technology:
A Guide to Improving People, Process, and Performance, Second Edition
by Darlene M. Van Tiem, James L. Moseley, and Joan Conway Dessinger
reviewed by Erika R. Gilmore
Executive Summaries
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Performance as Intervention (Performer as Interventionist)
by Fred Nickols, CPT
In this article, the author describes a view of human behavior and performance that is rooted in the perceptual control theory (PCT) of William T. Powers. PCT suggests that people are “living control systems” whose behavior is the chief means by which they control certain environmental conditions. Consequently, attempts to control human behavior as a means of managing human performance engender a conflict that, ultimately, management will lose. However, a control theory view of behavior and performance also offers an approach to managing performance that leverages the control system aspect of human behavior. Specifically, management should shift its view from one of people as instruments to be controlled to one of interventionists acting on behalf of management and who are to be supported, not controlled. The centerpiece of the article is a model of behavior and performance that is both consistent with control theory and with the practice of human performance technology.
Five Research-Tested Team Motivation Strategies
by Richard E. Clark, EdD, CPT
Research on motivation suggests five motivational strategies that target team performance (rather than individual effort):
- Foster mutual respect for the expertise of all team members.
- Help weaker team members believe that their effort is vital to team success.
- Support a shared belief in the cooperative capabilities of the team.
- Hold individual team members accountable for their contributions to the team effort.
- Direct the team’s competitive spirit outside the team and the organization.
The research that supports these strategies also indicates that they only work with “interdependent” teams--teams that share common team goals, with each member bringing different skills that are required to achieve the goals.
Energy Investment: Beyond Competence
by Donald T. Tosti, PhD, CPT, and John Amarant, CPT
The long-term experience of the individual performer within an organization influences his or her motivation, as referenced by the degree of energy that an employee expends in an activity. The Energy Investment Model was developed to illustrate the relationship between the performer’s attitude toward the work activity and his or her willingness to expend effort on that activity. This model sharpens the performance focus on those who are responsible for shaping the employees’ environment--the managers of the organization.
Human Performance Technology:
From Taylor’s Scientific Management to Gilbert’s Behavior Engineering Model
by Seung Youn (Yonnie) Chyung, EdD
A central aim of HPT practice is to produce desirable results that are valuable to both an organization and its performers by implementing effective and efficient interventions. To increase the probability of producing desirable results, it is important to utilize systematic and systemic processes. The importance of using both types of approaches and focusing on result-oriented and value-added practices has been emphasized in various HPT-related theories and models, such as Taylor’s Scientific Management and Gilbert’s Behavior Engineering Model. Although Taylor and Gilbert worked approximately 70 years apart, there are astounding similarities between their work in terms of the focus on
systematically analyzing and systemically engineering human behavior to produce desirable performance outcomes. This article provides an overview of their contributions to the development of the major principles of performance improvement and discusses several similarities and differences between the two works.
Minimalist Documentation and Job Aids Result in Interactivity and Ease
by Sandra Canzoneri, MA, and Darlene M. Van Tiem, PhD, CPT
In a world where people are trying to accomplish objectives expediently, it is crucial to document software in a friendly format, enabling people to be productive in a short period. The question is “how?” The answer is by mapping user tasks directly to product functionality. This alliance is accomplished by using a minimalist documentation strategy and performance technology principles and by working with subject matter experts from functional groups within an organization. The result is materials that are easy to use, enabling people to succeed in a short period.
Effective Ways to Foster Learning
by Jialin Yi
This article recommends effective ways to foster learning within corporate settings. Beginning with a statement of her personal beliefs about learners and the nature of learning according to the corporate context, the author proposes three methods that could effectively foster learning within companies. These methods include problem-based learning, cooperative learning, and situated learning. General guidelines for each method are presented, and the critical attributes and rationale for these recommendations are illustrated.
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