Suggested Reading
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The Performance Technologist's Toolbox This six-part article series, written by Anne F. Marrelli, PhD, CPT, is devoted to data collection methods. An in-depth knowledge of data collection methods is an essential competency for performance technologists because the systematic collection of data is required to meet several of the Standards of Performance Technology. Applications of surveys in performance technology are explained, including performance and cause analysis, evaluation of interventions, organizational development, multi-rater feedback, benchmarking, and competency modeling studies. The advantages and disadvantages of surveys and complementary methods of data collection are also described. Guidelines for survey development are provided and followed by a case study that illustrates how a survey is used in one organization to collect data. This article on observations is the second in a series devoted to data-collection methods. It describes observations and reviews five dimensions to consider in planning observational studies. Applications of observations in performance technology are explained, including: performance and cause analysis, evaluation of interventions, individual performance assessment, job analysis, and competency modeling. The advantages and disadvantages of observations and complementary methods of data collection are also described. Guidelines for planning and conducting observations are provided and followed by a case study that illustrates how observations were used in one organization to collect data for a job analysis. This third article in the Performance Technologist's Toolbox series focuses on the data-collection method of reviewing work samples. It begins with a description of several applications of work samples in performance technology, including examples of how the author has used this method. The article includes a summary of the advantages and disadvantages of work samples and concludes with guidelines for application. This article on process mapping is the fourth in The Performance Technologist's Toolbox series on data collection methods. Process mapping is described and several applications in performance technology are explained, including: performance analysis, cause analysis, job analysis, competency modeling, instruction and communication, organizational development, and evaluation. The advantages and disadvantages of process mapping are also reviewed. Guidelines for planning and conducting process mapping are summarized and followed by a case study that illustrates the use of process mapping for business process improvement. Literature reviews are described and several applications in performance technology are explained, including: building a base of professional knowledge, performance and cause analysis, identifying and developing performance interventions, job analysis and competency modeling, measurement and evaluation, and benchmarking. The advantages and disadvantages of literature reviews are outlined. Guidelines for planning and conducting literature reviews are also presented. Critical incidents are narrative descriptions of important events that occur on the job and how employees behave in those situations. Critical incidents document the work context, the specific situation that arose, the persons who were involved, what each person did and said, and the results. The incidents may be confined to a particular topic or may cover the breadth of work experience. This article describes the vehicles used to collect critical incidents including focus groups, individual interviews, surveys, performance records, or work diaries. It also describes the applications of critical incidents in several areas of performance technology and provides examples of those applications in organizations. The advantages and disadvantages of critical incidents as a data collection method are outlined, and guidelines for their use are provided. |
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Yes We Can! During the 1996 ISPI Annual Conference, Dale M. Brethower, PhD was asked to be a Masters Series Presenter. His session focused on answering the following questions:
Dale suggested, "Yes we can!" In September 2004, he reconstructed and updated his presentation.
Click here (247 kb PDF) to find out the answers to Dale's questions. |
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White Papers from the Society for Human Resource Management (SHRM) The Aging Workforce: The Reality of the Impact of Older Workers Archived Articles Designing an Effective Training Evaluation Process Improving Employee Performance: Moving Beyond Traditional HRM Responses Learning On-line: Benefits and Pitfalls of E-Learning Management Development: A Strategic Initiative Training Needs Assessment
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Performance Improvement Journal (PI Journal) Performance Technology Landscape
Commentary-Serendipitous Performance Consulting: Five Easy Cases Sense and Nonsense in HPT What's All This Fuss About Measurement? Building a
Top-Performing Organization From the Bottom Up Learning Objects and ISD A Pebble-in-the-Pond Model for Instructional Design Promises to Employees?
Culture Branding Following Up Performance:
Lessons From the Field Success Rates for Different
Types of Organizational Change Online
Instructional Delivery: Lessons from the Instructor's Perspective Snake Oil,
Science, And Performance Products Internal Branding: Using
Performance Technology A Proposal for Collaborative
Development of Authentic Performance Technology Human Performance Technology:
Research and Theory to Practice Re-Establishing
Performance Improvement as A Legitimate Area Of Inquiry, Activity, and
Contribution: Rules of the Road
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Performance Improvement Quarterly (PIQ)
Training Alone
Is Not Enough: Factors that Influence the Performance
Improving Performance in a Nuclear Cardiology Department Assessing Readiness for E-Learning The Effects of Incentives on Workplace Performance: Performance Improvement in
International Environments:
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PerformanceXpress Columns & Featured Articles Articles on hot topics and trends in performance improvement from PerformanceXpress. October 2002: Population Reports Publishes Issue on Performance Improvement |
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