HPI Complete GROUP 2

8/2/2019 HPI Complete GROUP 2

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HUMAN PERFORMANCE

IMPROVEMENT

Group 2

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Measuring performance is an exercise in measuring the past. It is the

use of that data to plan an improved future that is all important.(Peter Brophy, 2006)

PERFORMANCE MEASUREMENT

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PRESENTATION OUTLINE1. Concept of Performance Measurement

2. Definitions of Human Performance

Improvement (HPI)

3. Importance of HPI

4. Models of HPI

5. Example of HPI6. Conclusions

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Vision statements provide a broad guideline of future

organizational goals, mission statements define the scope of

the organization, differentiate it from competitors and give a

summary of why the organization exists Bowen (2005)

INTRODUCTION

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Definition

systematicapproach to

improveproductivity and

competence

a set of methodsand procedures -and a strategy forsolving problems

realizingopportunitiesrelated to the

performance ofpeople.

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INTERNATIONAL SOCIETY OF PERFORMANCE IMPROVEMENT (2006)


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HPI

Systematic

systemic

Grounded inscientifically

derivedtheories

Open to allmeans,

method andmedia

Focused onachievementthat human

performers andthe system

value

HUMAN PERFORMANCE IMPROVEMENT

CHARACTERISTICS


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PROCESS MODEL

PerformanceAnalysis

CauseAnalysis

Intervention Implementation ChangeManagement

Evaluationand

Measurement

Design / Develop

Need Analysis Impliment

Evaluation


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NEEDS ANALYSISTraining Needs Analysis

Human Performance Improvement

Focuses on gaps in knowledge and skills Focuses on organizations, processes and the individual

Not as systematic as HPI Very systematic, looking at all aspects of performance

gaps in organizations, processes, and individuals

Does not typically recommend interventions beyond a

training program

Recommends interventions in all areas of the

organizations, processes, and individuals.

Training usually conducted at the individual level Training may be only one element of an HPI

intervention

May or may not be linked to goals or incentives Goals and incentives are keys to an HPI intervention

Not as results focused. Typically other elements need

to be included to ensure appropriate results. These are

outside a training analysis

Always results based including all aspects of an

organizations, a process, or an individuals performance


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RUMMLERS MODEL

Do the work processes

impede performance?

Do performers have what they need(time, tools, staff, information)?

1. Barriers 2. Performance Expectations

Have performance expectationsbeen established?

Communicated?

6. Individual Abilities

5. Knowledge/Skill

Do the performers have the necessary skill

and knowledge to perform?

Do the performers know why desired

performance is important?

Are they capable physically, mentally, and

emotionally to perform?

4. Feedback

Do performers receive feedback about

their performance?

Is the information they receive

relevant?

accurate?

timely?

specific?

constructive?Easy to understand?

3. Consequences

Are there negative consequences to

nonperformance?

Are there positive consequences for

good performance?

Are the consequences timely?


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11

Individualsand

Organization

performanceanalysis

causeanalysis

interventionselection


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1.1 GOOD STAFF CRITERIA

TRADITIONAL MEASUREMENT

Revenues and expenditures

Community size/registered borrowers

Staff size and salariesNEW MEASUREMENT

Positive impact and outcomes

for customers

Value to customers and

stakeholders

*Tell us the value to the user

(Hiller & Kyrillidou, 2008)

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1.5 THE CHALLENGES

Traditional statistics dont define the 21st Century

Can no longer tell the staff performance

May not be aligned with organizational goals and plans

Dont define and measure service quality

Need metrics describing outcomes: success and valuefrom the users perspective

Provide the organizational culture, structure, tools, &

skill sets needed for oragnization to acquire & use this

information(Hiller & Kyrillidou, 2008)

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1.2 DEFINITION OF PERFORMANCE MEASUREMENT

Performance measurement is the ongoing

monitoring and reporting of program

accomplishments, particularly progress

towards pre-established goals(United States General Accounting Office ,1998)

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1.3 THE ASPECTS OF EVALUATION

eedback

inputs processes outputs outcomesresources performance customers

(human/

financial etc)measures

service

qualitysatisfaction

Evaluation

Source: Cullen (1998) 15


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5.PERFORMANCEMEASUREMENTS

MODELS

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5.1 Performance Measurement Model

Figure 1Source : Boekhorst (1995)

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5.1 Performance Measurement Model

Performance is the degree to which a library is

achieving its objectives, particularly in term of users

needs

Performance indicators (measures) are quantified

statements used to evaluate the performance of the

library in achieving its objectives

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HPI EXAMPLE IN THE

ORGANIZATIONS

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(1) AN EXPLORATORY STUDY OF

MANUFACTURING FIRMS IN SRI LANKA

TYPES OF

ORGANIZATION

TYPES OF MEASURES RESULTS

The Department of Census

and Statistics of Sri Lanka

Classifies industrialestablishments into 3 main

divisions:

a) Mining and Quarrying

b) Manufacturing

c) Production &distribution of

Electricity, Gas & Water

five-point Likert response

scale ranging from 1 (strongly

disagree) to 5 (strongly

agree)

Team work,

communication,

performance

evaluation,empowerment,

rewards and

recognition, and skill

development

practices significantly

positively correlatewith quality results

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(2)

New Paradigm

Individual

+Organization & Processes

=

Performance


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SAFER Dialogue

Product

Results

OrganizationalProcesses

& Values

Anticipate Error

Traps

Evaluate

Defenses

Summarize

Critical

Steps

Post-Job

Briefing

PLAN PREPARE PERFORM

SAFER STAR

Worker

BehaviorITH

LEARNMGT System

Feedback

Job-SiteConditions

Review

Experience

PURSUE EXCELLENCE

Stop

Think

Act

Review

Look Critically, Engage to Improve, Avoid Recurrence,

Report Honestly, and Nurture Learning in Others

TaskDemands

Work

Environment

Human

Nature

Individual

Capabilities Foresee

Potential

Consequences

Pre-job

BriefingA Dialogue

Task

PreviewBefore & During

Pre-job

Briefing

Proactive Mental Framework


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Limited short-term memory Personality conflicts

Mental shortcuts (biases) Lack of alternative indication

Inaccurate risk perception (Pollyanna) Unexpected equipment conditions

Mindset (tuned to see) Hidden system response Complacency / Overconfidence Workarounds / OOS instruments

Assumptions (inaccurate mental picture) Confusing displays or controls

Habit patterns Changes / Departures from routine

Stress (limits attention) Distractions / Interruptions

Human NatureWork Environment Illness / Fatigue Lack of or unclear standardsHazardous attitude for critical task Unclear goals, roles, & responsibilities

Indistinct problem-solving skills Interpretation requirements

Lack of proficiency / Inexperience Irrecoverable acts

Imprecise communication habits Repetitive actions, monotonous

New technique not used before Simultaneous, multiple tasks

Lack of knowledge (mental model) High Workload (memory requirements) Unfamiliarity w/ task / First time Time pressure (in a hurry)

IndividualCapabilitiesTask Demands

Error Precursors -- Short List


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SummarizeCriticalSteps

Anticipate Error

Traps

Foresee

Potential

Consequences

Evaluate

Defenses

Review

Experience

Task

Preview

Before & DuringPre-job

Pre-job

Briefing

A Dialogue

SAFER Dialogue


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80% Human Error30%

Individual

20% Equipment

Failures

Human Errors

Occurrences

70% Latent

Organization

Weaknesses*

(Slips, trips, lapses)

* Latent Organization Weakness Hidden deficiencies in managementcontrol process or values creating workplace conditions that can provoke

an error and/or degrade the integrity of defenses


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(3)

MODEL OF HUMAN PERFORMANCE IMPROVEMENT


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The Human Performance Improvement model

developed and evolved from work in systems

engineering, behavioural and cognitive

psychology, instructional systems design, andstudy of analytical systems. The use of the

model allows for a streamlined approach for

analyzing performance problems and findingthe solution that best fits the problem.


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(4)

CASE STUDY :

The Relationship Between

Knowledge Sharing, Employee

Performance And Service Delivery InPublic Sector

Organisations: A Theoretical

FrameworkRUZAINI BIN KAMARUDIN

FACULTY OF EDUCATIONAL STUDIES

GS30053


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INTRODUCTION

Public sector efficiency and effectiveness have alwaysbeen important issues for many countries, includingMalaysia.

Suggested by Wiig, knowledge management couldplay an important role in improving the efficiency ofpublic administration

For non-profit oriented organizations like the publicsector, knowledge sharing can help to increasecontinuous performance, service delivery, and alsocustomer and staff satisfaction.


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THEORY

According to Rao performance is what isexpected to be delivered by an individual or a setof individuals within a time frame, and it hasmany dimensions. These include: output

dimensions, input dimensions, time dimensions,focus dimensions, quality dimensions and costdimensions. Due to the various dimensions ofperformance, there is no universally accepted

model or a single best measure for performance[20]. However, in general, performance can bemeasured at two levels: employee or individualperformance and organizational performance.


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EMPERICAL EVIDENTS

Recommendations - 9th Malaysia Plan is the creation of aknowledge-based public service through encouraging knowledgesharing among and within government agencies.

Previous works assert that it is the lack of information andknowledge sharing that leads to poor public sector service delivery

as evinced by the number of grievances received by the PublicComplaints Bureau. The government of Malaysia seeks to ensurethat public complaints are managed effectively.

The theory is considered relevant to the study as to render betterservice, employees should have knowledge about what they areproviding to the people.

It is impossible for employees to deliver good service withouthaving relevant knowledge.


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(5)Strategy and Structure Follow People:

Improving Organizational Performance

Through Effective Executive Search

By Mark S. Van Clieaf


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7. CONCLUSION Measures, & standard are essential forthe enhancement & transformation

towards excellence.

HPI can help libraries to distinguish the

factors that will create VALUE

In order to increase the understanding

about HPI among staffs, more efforts

are needed to ensure all of them will

go hand-in-hand in contributing to the

process of achieving the HPI.36


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REFERENCES

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Ministry of Higher Education. (2011). University act. Retrieved 5/1/2011, 2011, fromhttp://www.portal.mohe.gov.my/portal/page/portal/ExtPortal/MOHE_MAIN_PAGE/Information/University Act

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Mohd Najib, T. R. (2009b). Najib: KPIS for all government matters. Retrieved 4/30/2011, 2011, fromhttp://thestar.com.my/news/story.asp?file=/2009/6/20/nation/4162443&sec=nation

Murley, P. (1997). Gower handbook of customer service. Aldershot, Hampshire, England; Brookfield,Vt.: Gower.

Rothwell, W. J., Hohne, C.K., King, S. B. (2007). Human performance improvement: Building

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Toor, S., & Ogunlana, S. O. (2010). Beyond the iron triangle: Stakeholder perception of keyperformance indicators (KPIs) for large-scale public sector development projects. InternationalJournal of Project Management, 28(3), 228-236.

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