3.5.E Knowledge of Theories, Models, and Principles of Human Performance Improvement Flashcards Preview

CPTD Exam Spring 2021 > 3.5.E Knowledge of Theories, Models, and Principles of Human Performance Improvement > Flashcards

Flashcards in 3.5.E Knowledge of Theories, Models, and Principles of Human Performance Improvement Deck (11)
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1

ATD’s HPI Model

This is a results-based, systematic process used to identify performance problems; analyze the influences; select, design, and manage performance solutions in the workplace; measure results; and continually improve performance within an organization.

Step 1. Business Analysis

Step 2. Performance and Key Performer Analysis

Step 3. Influence Analysis

Step 4. Solution Selection

Step 5. Solution Planning and Implementation

Evaluation and Results

Manage Change Influences surrounds the entire model.

3.5.1.3.1

2

Gilbert’s Behavior Engineering Model

This model identifies six major sets of factors that can either hinder or facilitate workplace performance (Gilbert 2007). Three of these factors—information, resources, and incentives or consequences—are environmental and thus outside the individual performer's control. The three individual factors are knowledge and skills, capacity, and motivation.

Review here: https://www.thinkingkaplearning.com/blog/behavior-engineering-model/

3.5.1.3.2

3

Rummler-Brache’s Nine Box Model

The nine box model describes the introduction of systems thinking into the organization by defining three performance levels and three performance needs (Figure 3.5.1.3.3-1). A failure at any one of the levels will prevent optimal performance.

3.5.1.3.3

4

Harless’s Front-End Analysis Model

This is a diagnostic model designed to identify the cause of a performance problem and focuses on three forms of analysis: business, performance, and cause. The steps of front-end analysis are project alignment, analysis of new performance, diagnosis of existing performance, and planning for integrated initiatives.

3.5.1.3.4

5

International Society for Performance Improvement’s HPT Model

The HPT model shares many of the ATD HPI Model’s characteristics, including operational analysis, performance analysis, cause analysis, solution selection and design, performance solution implementation, and evaluation. One main difference between the models is the elevated importance of change management in the ATD HPI Model, which the HPT model includes in the solution implementation phase.

3.5.1.3.5

6

Mager and Pipe’s Model

Decision-tree style

This model for analyzing performance problems begins with identifying a specific problem and then following a structured flowchart to determine the problem’s importance and what would happen if it was solved or ignored. If the problem is important, TD professionals determine whether a skill deficiency is the cause.

3.5.1.3.6

7

Holloway-Mankin’s Performance DNA Model

This model is the first significant advancement in performance improvement thinking in recent years. While all previous models focused exclusively on finding and correcting performance deficiencies, the Performance DNA Model seeks to identify exceptional or key performance, and the barriers preventing its attainment. The four analysis phases are business analysis, performance analysis, key performer analysis, and influence analysis.

3.5.1.3.7

8

Performance improvement models share three fundamental principles. What are they?

Principle 1. Use of a Results-Based, Systematic Approach.

Principle 2. Focus on Outcomes Rather Than Behavior.

Principle 3. Organizations Are Systems.

9

What is the results-based approach of HPI?

The results-based approach must be driven by a business need and a performance need and must also be justified by the results of the cause analysis.

10

What is the difference between "outcome" and "behavior" in HPI?

Outcomes refers to the specific outputs individuals are asked to achieve. Behavior refers to the ways in which people perform tasks leading to outcomes.

Outcomes are easier to detect and measure because many behaviors are not visible (such as planning).

11

What is "compensating feedback"?

"The harder you push [on the system], the harder the system pushes back. A name for this phenomenon is 'compensating feedback' when well-intentioned interventions (solutions) call forth responses from the system that offset the benefits of the solution" (Senge 2006).

3.5.1.4 Principles of Performance Improvement

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