Fundamentals of Performance Improvement E-Book

Darlene Van Tiem

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 1046

Veröffentlichungsjahr: 2012

Beschreibung

Fundamentals of Performance Improvement, 3rd Edition Fundamentals of Performance Improvement is a substantially new version of the down-to-earth, how-to guide designed to help business leaders, practitioners, and students understand the science and art of performance technology and successfully implement organizational and societal change. Using the Performance Improvement / Human Performance Technology (HPT) model, the expert authors explain step-by-step how to spot performance indicators, analyze problems, identify underlying causes, describe desired results, and create workable solutions. "It does not matter what function you align yourself to in your organization, this book allows you to tap into the secrets that drive organizational success. Several books work to define what is performance improvement and performance technology. This one also provides insights into the Why? And How?" --CEDRIC T. COCO, CPT, SVP, Learning and Organizational Effectiveness, Lowe's Companies "Fundamentals of Performance Improvement is full of practical models and tools for improving the world by partnering with customers, clients, constituents, and colleagues. It provides a path forward for successful transformation and performance improvement at personal, group and collective levels. It is a must read for leaders and consultants seeking to advance opportunities in new and emerging situations." --DIANA WHITNEY, PhD, president, Corporation for Positive Change "If you have an interest in performance improvement, this is simply the best available book on the topic. It addresses the science and craft as well as the intricacies of how to improve workplace performance. Van Tiem, Moseley, and Dessinger have incorporated into this work the best available research on the Certified Performance Technology (CPT) standards and process." --JAMES A. PERSHING, Ph.D., CPT, professor emeritus, Workplace Learning and Performance Improvement, Indiana University "Its international flavor, with practitioner comments and examples drawn from across the world, enhances its appeal as more and more professionals operate in an increasingly global context." --DALJIT SINGH, Asia Pacific Director of Talent Management, Baker & McKenzie, Sydney, Australia

Leseprobe

Contents

List of Figures

List of Tables

List of Exhibits

List of Case Studies

List of Performance Support Tools

Acknowledgments

Foreword—The Practice of Performance Improvement, by Judith A. Hale

Foreword—Fundamentals of Performance Technology, by Dale Brethower

Foreword—Performance Improvement Interventions, by William W. Lee

Introduction

Section 1: Performance Improvement and the Performance Improvement/HPT Model

Chapter 1: Overview of Performance Improvement

Performance Improvement: Precursors

Performance Improvement: Definition and Scope

Performance Improvement: Key Terms

Performance Improvement: Key Concepts

Performance Improvement: Foundations

Performance Improvement: Leading Contributors

Performance Improvement: Prominent Early Leaders

Multidisciplinary Collaboration

Performance Improvement: Emerging Trends

Chapter 2: Performance Improvement/HPT Model—an Overview

Introduction

Performance Analysis Phase

Intervention Selection, Design, Development Phase

Intervention Implementation and Maintenance

Evaluation

The HPT Model as a Process Model

Certified Performance Technology Standards and Ethics

Other Performance Improvement Process Models

Conclusion

Chapter 3: Change Management

Definitions

Change Management Models

Levels, Modes, and Control of Change

Planning Change

Change Management Roles

Change Management Functions

Change Management and the Performance Improvement Process

Conclusion

Case Study 1.1: Boutique Marketing Company

Background

Situation

Intervention

Critical Business Issue

Case Study 1.2: Strategic Performance Management in Georgia Education

Background

Situation

Critical Issues

Case Study 1.3: Reducing Municipal Strife Through Engagement

Background

Critical Business Issue

Intervention

Case Study 1.4: Amway Corporation: Driving Consistent, Strategic Performance of Distributors Globally

Background

Situation

Intervention

Critical Business Issue

Case Study 1.5: Using Human Performance Technology (HPT) to Select Projects that Yield Results

Background

Critical Business Issue

Intervention

Section 2: Performance Analysis

Chapter 4: Overview of Performance Analysis

Analysis Techniques and Tools

Conclusion

Citations

Chapter 5: Organizational Analysis

Conducting an Organizational Analysis

Organizational Analysis Tools

Chapter 6: Environmental Analysis

Analyzing the World Environment

Analyzing the Workplace

Analyzing Work

Analyzing the Worker

Chapter 7: GAP Analysis

Conducting Gap Analyses

Chapter 8: Cause Analysis

Conducting Cause Analysis

Lack of Environmental Support

Lack of Repertory of Behaviors

Case Study 2.1: The Blake Company/Mutschler Kitchens

Background

Situation

Intervention

Critical Business Issue

Case Study 2.2: Physician Performance Report Accuracy and Timeliness

Background

Situation

Critical Business Issues

Summary

Section 3: Intervention Selection, Design, and Development

Chapter 9: Intervention Selection

Collaborative Approach to Selection

Introduction to the Intervention Selection Process

Preliminary Phase

Survey Phase

Selection Phase

Chapter 10: Learning Interventions

Knowledge Management (KM)

Organizational Learning

Learning Management System (LMS)

Content Management System (CMS)

Education

Training

Self-Directed Learning

On-the-Job Learning

Just-in-Time Learning

Action Learning

Blended Learning

Technical and Non-Technical Learning

Social Learning

Interactive Learning Technologies

Enterprise Learning

Classroom Learning

Distance/Distributed Learning

Online/e-Learning

Wikis

Avatars

And More . . .

Games

Simulations

Chapter 11: Performance Support Interventions

Performance Support Tools (PSTs)/Job Aids

Electronic Performance Support Systems (EPSS)

Documentation and Standards

Expert Systems

Chapter 12: Job Analysis/Work Design Interventions

Job Analysis Interventions

Job Descriptions

Job Specifications

Work Design Interventions

Job Design

Job Enlargement

Job Rotation

Job Enrichment

Job Reengineering, Realignment, Restructuring

Human Factors Interventions

Ergonomics

Safety Engineering

Security Management

Green Workplace

Quality Improvement Interventions

Total Quality Management (TQM)

Continuous Improvement

Preventive Maintenance

Six Sigma

Lean Organizations

Chapter 13: Personal Development Interventions

Feedback

Coaching

Mentoring

Emotional Intelligence

Social Intelligence

Cultural Intelligence

Communities of Practice

Chapter 14: HRD Interventions

Talent Management

Staffing

Employee Development

Retention

Compensation/Benefits

Health and Wellness

Retirement Planning

Labor Relations

Individual Growth Interventions

Motivation

Performance Management

Key Performance Indicators (KPIs)

Performance Appraisal

360-Degree Appraisals

Competencies and Competency Testing

Organizational Growth Interventions

Succession Planning

Career Pathing

Leadership Development

Executive Development

Management Development

Supervisory Development

Chapter 15: Organizational Communication Interventions

Communication Networks

Information Systems

Suggestion Systems

Grievance Systems

Dispute Resolution

Social Media

Chapter 16: Organization Design and Development

Definition and Scope

Empowerment Interventions

Team Strategies

Virtual Teams

Problem Solving

Pro-Action Interventions

Strategic Planning

Environmental Scanning

Appreciative Inquiry

Outsourcing

Benchmarking

Balanced Scorecard

Dashboards

Values

Culture/Organizational Culture

Diversity/Inclusion Strategies

Globalization/Localization

Social Responsibility

Ethics

Decision Making

Chapter 17: Financial Systems Interventions

Open Book Management

Profit Centers Versus Cost Centers

Financial Forecasting

Capital Investment and Spending

Cash Flow Analysis/Cash Flow Forecast

Mergers, Acquisitions, Joint Ventures

Chapter 18: Intervention Design

Definition and Scope

Foundation for Successful Design

Steps to Successful Design

Intervention Elements

Performance Objectives

Evaluation Criteria, Metrics, Methods

Options for Development

Intervention Design Document

Chapter 19: Making The Business Case

Definition and Scope

Purpose

Rationale

Performance Improvement Practitioner Role

Performance Improvement Practitioner Competencies

The Business Case Process

Steps to Take

Leadership Commitment

Feasibility

Sustainability

Sustainability in the Performance Improvement/HPT Context

Challenges to Sustainability

Chapter 20: Intervention Development

Definition and Scope

Purpose

Timing

Practitioner Role and Competencies

Guidelines for Successful Intervention Development

Development Process

Feasibility, Sustainability, Change Management

Conclusion

Case Study 3.1: No Room For Error

Background

Critical Business Issue

Building the Initial Business Case

The Presentation

Interventions

The Second Business Case—Feasibility

Designing the Interventions

Developing the Interventions—Sustainability

Implementing the Interventions

Evaluating Results

Case Study 3.2: Acquisition of Westford Bank by Spring Harbor Bank

Background

Situation

Critical Business Issue

Exhibit 3.1: Information Technology Company Aligns Workforce to Business Strategy and Direction

Situation

Talent Management Intervention

Education and Communication Intervention

HRD System Intervention

Section 4: Intervention Implementation and Maintenance

Chapter 21: Intervention Implementation and Maintenance

Intervention Implementation

Models Lead the Way

Implementation Design

Variables Affecting Successful Implementation

Implementation Strategies

Intervention Maintenance

Chapter 22: Techniques for Implementation and Maintenance

Partnering, Networking, and Alliance Building

Process Consulting

Employee Development

Communication

Change Management

Project Management

Feasibility

Sustainability

Case Study 4.1: Church Pension Fund: The Great Model

Background

Situation

Intervention

Critical Business Issue

Case Study 4.2: St. Luke Lutheran Church and School

Background

Situation

Intervention

Critical Business Issue

Section 5: Intervention Evaluation

Chapter 23: Overview of Evaluation

Definition of Evaluation

Scope of Evaluation

Purpose of Evaluation

Evaluation Models

Predictive Approach to Evaluation

Integrating Evaluation into the PI/HPT Model

Role of the PI/HPT Practitioner as Integrator

Chapter 24: Planning and Conducting Evaluation

Formative Evaluation

Planning a Formative Evaluation

Conducting a Formative Evaluation

Summative Evaluation

Planning a Summative Evaluation

Conducting a Summative Evaluation

Confirmative Evaluation

Planning and Conducting Confirmative Evaluation

Planning Confirmative Evaluation

Conducting Confirmative Evaluation

Role of the Performance Improvement Practitioner/Evaluator

Meta Evaluation

Planning Type Two Meta Evaluation

Conducting Type Two Meta Evaluation

Role of the PI/HPT Practitioner or Evaluator

Conclusion: But Are They Ready?

Case Study 5.1: ABC Automotive Company—Dealership Sales and Marketing Academy

Background

Situation

Intervention

Critical Business Issue

Case Study 5.2: Community Healthcare Association of the Dakotas

Background

Situation/Opportunity

Intervention

Critical Business Issue

Next Steps

Summary

Appendices

Appendix A: ISPI’s Performance Technology Standards

Appendix B: Certified School Improvement Specialist Standards

Appendix C: ISPI’s Code of Ethics

Glossary

About The Authors

Name Index

Subject Index

More Praise for Fundamentals of Performance Improvement

“Succeeding today requires constant adaptation to the changing environment as well as the ability to identify and remove the barriers that confront our best employees. Van Tiem, Moseley, and Dessinger have assembled a comprehensive, easy-to-read, step-by-step guide with fantastic case studies, tools, and references to help everyone succeed in this challenging environment. A must have for everyone’s professional library!”

Matthew Peters, CPT, Vice Deputy Director for Human Capital, Defense Intelligence Agency

“This is more than a third edition, it is a new book and it is simply the most complete and comprehensive resource available . . . a ‘tour de force.’”

Roger Kaufman, CPT, Ph.D., Professor Emeritus, Florida State University, Distinguished Research Professor, Sonora (Mexico) Institute of Technology

“Fundamentals of Performance Improvement is destined to become THE desk reference for all performance improvement professionals. The case studies provided link the detailed content directly to the four principles of the Performance Technology Standards from the International Society for Performance Improvement.”

Guy W. Wallace, CPT, President, EPPIC, Inc.

“You can classify books into a 2 × 2 matrix. There are thousands of examples of books of low practicality and low scholarship, high practicality and low scholarship, low practicality and high scholarship. Fundamentals of Performance Improvement is a rare example that falls into combination of high practicality and high scholarship. What makes the book unique is that it explains universal principles to an international audience.”

Sivasailam “Thiagi” Thiagarajan, Ph.D., The Thiagi Group

“The third edition of Fundamentals of Performance Improvement equips the manager or performance improvement professional with the knowledge and tools necessary to improve workplace performance. It is truly a major upgrade from the first two editions with greatly enhanced models and forty new interventions.”

Roger Chevalier, Ph.D., CPT, A Manager’s Guide to Improving Workplace Performance

“A critical issue for institutional capacity-building in transitioning societies is finding ways to promote sustainable improved performance. USAID has promoted the use of human performance technology in support of improved institutional results for over a decade. This text is extremely valuable laying out a comprehensive framework for applying the principles and techniques across a wide spectrum of organizations.”

Lawrence Held, Acting Mission Director, USAID Kyrgyzstan

“HPT has come into its own as a profession, with an emphasis on a framework of systematic and systemic thinking that frames and coordinates relevant models and interventions. This book is a fully contemporary synthesis of this framework. The detailed discussions of major models, coupled with the illustrative case studies, add valuable depth to the discussion. The examination of future directions will stimulate thought and discussion. This volume merits a prominent position on every HPT professional’s bookshelf. Experienced practitioners will find the book to be useful in organizing and updating their knowledge of HPT. Those new to the field will use the book as an excellent starting point in their development of professional expertise.”

Rob Foshay, Ph.D., CPT, The Foshay Group

“This book is a highly valuable resource about the theory and practice of performance improvement and its results in a wide array of organizations, industries, and levels—from individual to organizational to societal performance. Researchers, performance consultants, managers, and entrepreneurs will find in it ideas and methods tested by experience.”

Mariano Bernardez, Ph.D., CPT, Director, Performance Improvement Institute

“Fundamentals of Performance Improvement is a comprehensive handbook with useful tools for performance improvement. It allows educators to work with stakeholders to apply a positive, systemic approach to school reform and transformation necessary to meet 21st century skills.”

Dr. Phyllis Edwards, Superintendent, City Schools of Decatur, Georgia

“Improvement of performance is a great priority of firms in Central Europe. The traditional human resource function is slowly transitioning into a real performance partner for the innovative executive. This book provides a superb reference for any professional seeking to build a strong foundation for improved company results based on high-quality performance of employees.”

Jake Slegers, Executive Director, American Chamber of Commerce in Slovakia

“I recommend this book to anyone who is interested in improving people, process, and results. It provides a comprehensive coverage of the entire performance technology field and will appeal to those who are new to the field, as well as experienced practitioners, through its clear explanation of performance technology concepts and models, the inclusion of helpful tools and techniques, and excellent case studies that illustrate performance technology in action. Its international flavor, with practitioner comments and examples drawn from across the world, enhances its appeal, as more and more professionals operate in an increasingly global context.”

Daljit Singh, Asia Pacific Director of Talent Management, Baker & McKenzie, Sydney, Australia

“The concepts and principles in this book—performance-based planned change—has been at the heart of new directions for the Sonora Institute of Technology (Mexico). Starting with mega thinking and planning, it delivers important measurable results.”

Gonzalo Rodriguez Villanueva, Rector, Sonora Institute of Technology (Mexico)

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About ISPI

The International Society for Performance Improvement (ISPI) is dedicated to improving individual, organizational, and societal performance. Founded in 1962, ISPI is the leading international association dedicated to improving productivity and performance in the workplace. ISPI represents more than 10,000 international and chapter members throughout the United States, Canada, and forty other countries. The society reaches out to more than 20,000 performance improvement professionals through publications and educational programs.

ISPI’s mission is to develop and recognize the proficiency of our members and advocate the use of Human Performance Technology. This systematic approach to improving productivity and competence uses a set of methods and procedures and a strategy for solving problems for realizing opportunities related to the performance of people. It is a systematic combination of performance analysis, cause analysis, intervention design and development, implementation, and evaluation that can be applied to individuals, small groups, and large organizations.

Website:www.ispi.org

Mail: International Society for Performance Improvement

1400 Spring Street, Suite 260

Silver Spring, Maryland 20910 USA

Phone: [phone]

Fax: [phone]

E-mail:[email protected]

With deep appreciation, we dedicate this book to those who have already contributed to our field and the emerging professionals who are innovating and providing new insights.

Our field is unique because it is possible to pinpoint the date and time of its origin. We fundamentally began in New Orleans in the early 1960s. Our origin was composed of those committed to applied behavioral science and programmed instruction. Our field advanced to performance improvement when programmed instruction and behavioral approaches alone did not resolve educational and workplace issues. Many scholar/practitioners have contributed their powers of observation, reflection, research, and practice to advance the field.

We also dedicate this book to experts beyond the performance improvement field because resolving workplace problems includes theory and practice from related fields such as instructional design, psychology, communications, industrial engineering, ergonomics, quality, communications, and finance to name a few.

To the International Society of Performance Improvement and to my students and graduates at the University of Michigan–Dearborn and Capella University. Our world is better because of them.

—Darlene M. Van Tiem

To my graduate students in performance improvement and evaluation for professional success and career happiness.

James L. Moseley

To our readers—you are the ones who will make performance improvement happen.

Joan Conway Dessinger

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Library of Congress and CIP data

Van Tiem, Darlene M.

Fundamentals of performance improvement : optimizing results through people, process, and organizations / Darlene Van Tiem, James L. Moseley, Joan C. Dessinger.—Third edition.

pages cm

“The third edition of Fundamentals of Performance Improvement began as a project to revise Fundamentals of Performance Technology and Performance Improvement Interventions and combine them into one book. However, performance improvement is advancing rapidly and our task . . . became updating the contents of both books”—Acknowledgments.

Includes bibliographical references and indexes.

ISBN 978-1-118-02524-6 (pbk.); ISBN 978-1-118-22204-1 (ebk.); ISBN 978-1-118-23574-4 (ebk.); ISBN 978-1-118-26071-5 (ebk.)

1. Performance technology. 2. Performance. 3. Personnel management. I. Moseley, James L. (James Lee), 1942–II. Dessinger, Joan Conway. III. Van Tiem, Darlene M. Fundamentals of performance technology. IV. Van Tiem, Darlene M. Performance improvement interventions. V. Title.

HF5549.5.P37V35 2012

658.3'128—dc23

2012000871

Acquiring Editor: Matthew Davis

Editorial Assistant: Michael Zelenko

Director of Development: Kathleen Dolan Davies

Developmental Editor: Susan Rachmeler

Production Editor: Michael Kay

Editor: Rebecca Taff

Manufacturing Supervisor: Becky Morgan

Cover Design: Charlotte Martin and Jeff Puda

List of Figures

Figure 1.1.Anatomy of PerformanceFigure 1.2.Mager’s Performance Analysis FlowchartFigure 1.3.Beyond HPT: Factors and Contributors to Performance Improvement and Value CreationFigure 1.4.Framework for Colon Panama’s TransformationFigure 1.5.The Four-D ModelFigure 2.1.The Performance Improvement/HPT ModelFigure 2.2.Performance Improvement/HPT Model: Performance Analysis PhaseFigure 2.3.Performance Improvement/HPT Model: Intervention Selection, Design, and Development PhaseFigure 2.4.Performance Improvement/HPT Model: Implementation and Maintenance PhaseFigure 2.5.Performance Improvement/HPT Model: Evaluation PhaseFigure 2.6.Pershing’s Performance Improvement Process ModelFigure 2.7.HPT Model: Appreciative Inquiry ApproachFigure 3.1.Performance Improvement/HPT ModelFigure 3.2.Managing the Change ProcessFigure 3.3.Adoption CurveFigure 4.1.Performance Improvement/HPT Model: Performance Analysis PhaseFigure 5.1.Performance Improvement/HPT Model: Organizational Analysis ComponentFigure 5.2.Grant and Moseley Customer-Focused Performance Analysis ModelFigure 6.1.Performance Improvement/HPT Model: Environmental Analysis ComponentFigure 6.2.Variations on Rothwell’s Environments of Human PerformanceFigure 7.1.Performance Improvement/HPT Model: Gap Analysis ComponentFigure 7.2.Performance Gap Analysis with a Reasonable GoalFigure 7.3.Kaufman’s Definition of NeedFigure 7.4.Rothwell’s Six-Cell Gap AnalysisFigure 8.1.Performance Improvement/HPT Model: Cause Analysis ComponentFigure 8.2.Gilbert’s Behavior Engineering ModelFigure 9.1.Performance Improvement/HPT Model: Intervention Selection ComponentFigure 9.2.Intervention Selection ProcessFigure 10.1.Learning InterventionsFigure 11.1.Scope of Performance Support InterventionsFigure 12.1.Job Analysis/Work Design InterventionsFigure 13.1.Personal Development InterventionsFigure 14.1.Talent Management InterventionsFigure 14.2.Individual Growth InterventionsFigure 14.3.Organizational Growth InterventionsFigure 15.1.Organizational Communication InterventionsFigure 16.1.Organization Design and Development Intervention ComponentsFigure 17.1.Financial Systems InterventionsFigure 18.1.Performance Improvement/HPT Model: Design ComponentFigure 19.1.Business Case: An Iterative ProcessFigure 19.2.RSVPFigure 19.3.Example of Project Management Gantt ChartFigure 20.1.Performance Improvement/HPT Model: Intervention Development ComponentFigure 20.2.Intervention Development Process ModelExhibit 3.1. Figure 1.ProQuest Talent Management ModelExhibit 3.1. Figure 2.ProQuest Organizational Competency ModelExhibit 3.1. Figure 3.ProQuest Individual Contributor Progressive Expectations MapExhibit 3.1. Figure 4.ProQuest Leadership Progressive Expectations MapFigure 21.1.Performance Improvement/HPT Model: Implementation and Maintenance PhaseFigure 22.1.The Consulting ProcessFigure 23.1.Performance Improvement/HPT Model: The Evaluation StepFigure 23.2.Flow of Evaluation Decisions: Why to HowFigure 23.3.Geis and Smith Evaluation ModelFigure 23.4.Dessinger-Moseley Full-Scope Evaluation ModelFigure 24.1.Performance Improvement/HPT Model: Evaluation PhaseFigure 24.2.Dessinger-Moseley Confirmative Evaluation ModelFigure 24.3.Equation for Confirming the Value of a Performance InterventionFigure 24.4.Moseley-Solomon Confirmative Evaluation ModelFigure 24.5.Preliminary Checklist for Confirmative Evaluation

List of Tables

Table 1.1.Theoretical Foundations of Performance ImprovementTable 1.2.Leading Contributors to Performance Improvement and Performance TechnologyTable 1.3.Early LeadersTable 1.4.Thomas Gilbert’s Behavior Engineering ModelTable 1.5.Rummler’s Nine Performance Variables MatrixTable 1.6.The Organizational Elements, Related Results, and DefinitionsTable 1.7.Examples for Each of the Organizational ElementsTable 2.1.Overview of Intervention CategoriesTable 3.1.Change Management Theory ModelsTable 4.1.Defining Performance AnalysisTable 4.2.Anatomy of PerformanceTable 4.3.Principles of Performance AnalysisTable 4.4.Linking Basic Analysis Techniques to PurposeTable 4.5.When to Use Specific Analysis Techniques and ToolsTable 5.1.Various Strategic Planning DefinitionsTable 6.1.Corporate Social InitiativesTable 8.1.BEM Adapted to Cause AnalysisTable 8.2.Cause Analysis ToolsTable 8.3.Gilbert’s Behavior Engineering Model—Environmental SupportTable 8.4.Gilbert’s Behavior Engineering Model—Repertory of BehaviorTable 9.1.Summary of Gap and Cause Analysis Conducted After Intervention ImplementationTable 10.1.Self-Directed Learning GuidelinesTable 10.2.Action Learning GuidelinesTable 11.1.Performance Support Tools/Job Aids: Traditional and Expanded ViewsTable 12.1.Suggestions for Selecting Safety Engineering InterventionsTable 12.2.TQM ToolkitTable 12.3.Human Performance and Six Sigma: Parallel ConstructionsTable 14.1.Employee Development OverviewTable 15.1.Dispute Resolution Do’s and Don’tsExhibit 3.1. Table 1.ProQuest Accountability Parameters: Philosophy and PrinciplesExhibit 3.1. Table 2.Elements of Talent Management: DetailsTable 21.1.Stages of Moseley and Hastings’ ModelTable 21.2.Steps for Designing an Intervention Implementation ProcessTable C.4.1.Cause Analyses for Communication Performance GapsTable 23.1.Kirkpatrick’s Four Levels of EvaluationTable 23.2.Kaufman-Keller-Watkins Adaptation of Kirkpatrick ModelTable 23.3.Full-Scope Evaluation: Type, Purpose, and TimingTable 24.1.Traditional and Alternative Formative Evaluation MethodsTable 24.2.Advantages and Disadvantages of Alternative Formative Evaluation MethodsTable 24.3.Tasks to Perform During Confirmative Evaluation PhasesTable 24.4.Timing and Purpose for Type One and Type Two Meta Evaluation

List of Exhibits

Exhibit 1.1.The Practitioner’s Voice: SustainabilityExhibit 1.2.Sustainability in ActionExhibit 10.1.The Practitioner’s Voice: Action LearningExhibit 10.2.The Practitioner’s Voice: Technical and Non-Technical LearningExhibit 10.3.The Practitioner’s Voice: Interactive TechnologiesExhibit 10.4.The Practitioner’s Voice: Online or e-LearningExhibit 11.1.The Practitioner’s Voice: EPSSExhibit 11.2.The Practitioner’s Voice: Expert SystemsExhibit 12.1.Job Enlargement ScenarioExhibit 12.2.The Practitioner’s Voice: Continuous ImprovementExhibit 13.1.The Practitioner’s Voice: FeedbackExhibit 14.1.The Practitioner’s Voice: Talent ManagementExhibit 14.2.The Practitioner’s Voice: Employee DevelopmentExhibit 14.3.The Practitioner’s Voice: Health and WellnessExhibit 14.4.The Practitioner’s Voice: Key Performance IndicatorsExhibit 14.5.The Practitioner’s Voice: 360-Degree FeedbackExhibit 14.6.The Practitioner’s Voice: Succession PlanningExhibit 15.1.The Practitioner’s Voice: Social MediaExhibit 16.1.The Practitioner’s Voice: TeamsExhibit 16.2.The Practitioner’s Voice: Problem SolvingExhibit 17.1.The Practitioner’s Voice: Financial IntelligenceExhibit 18.1.Three Examples of CustomizationExhibit 19.1.RSVP: An ExampleExhibit 19.2.Building Capacity: An ExampleExhibit 19.3.Implement for Sustainability: An ExampleExhibit 19.4.Meeting the Challenges: An ExampleExhibit 22.1.The Practitioner’s Voice: Employee DevelopmentExhibit 22.2.The Practitioner’s Voice: Project ManagementExhibit C.4.1.Criticality Ranking of Communication Performance GapsExhibit C.4.2.Summary of RecommendationsExhibit 24.1.Team Roles in a Confirmative Evaluation

List of Case Studies

Section 1

Case Study 1.1.Boutique Marketing Company (Appreciative Inquiry)Case Study 1.2.Strategic Performance Management in Georgia Education (School Improvement)Case Study 1.3.Reducing Municipal Strife Through Engagement (Performance Improvement/HPT Model)Case Study 1.4.Amway Corporation: Driving Consistent, Strategic Performance of Distributors Globally (Performance Improvement/HPT Model)Case Study 1.5.Using Human Performance Technology (HPT) to Select Projects That Yield Results (Change Management)

Section 2

Case Study 2.1.The Blake Company/Mutschler Kitchens (Performance Analysis)Case Study 2.2.Physician Performance Report Accuracy and Timeliness (Gap and Cause Analysis)

Section 3

Case Study 3.1.No Room for Error: Saving a Multi-Office Dental Practice in Michigan (Business Case)Case Study 3.2.Acquisition of Westford Bank by Spring Harbor Bank (Design-Development)

Section 4

Case Study 4.1.Church Pension Fund: The GREAT Model (Intervention Maintenance)Case Study 4.2.St. Luke Lutheran Church and School (Intervention Implementation)

Section 5

Case Study 5.1.ABC Automotive Company—Dealership Sales and Marketing Academy (Predicting Outcomes)Case Study 5.2.Community Healthcare Association of the Dakotas: A Five-Level Evaluation Model (Five-Level Evaluation Model)