A performance technologist's approach to process performance improvement

Process performance management provides detailed understanding of the design of a process to improve performance. This article highlights a process performance model aligned with the DMAIC (Define, Measure, Analyze, Improve and Control) steps of the Six Sigma model, but with additional substeps to guide process improvement. It thus identifies process improvement as one of the key tools in the performance technologist's toolkit and provides recommendations for methods, practices, and tools.     

Effective performance improvement and management strategies for the information technology industry

Information technology (IT) not only has a significant impact on various fields of human endeavor, it also creates the potential for greater operational efficiency and influences changes in the way business activities are performed. Nevertheless, it is still perceived as more of an operational cost than a benefit. Use of effective performance improvement and management strategies in the IT industry provides a means to ensure that IT remains a pivotal force in driving businesses to achieve strategic competitive advantage and success.     

Feedback providing improvement strategies and reflection on feedback use: Effects on students’ writing motivation, process, and performance

This study investigated the effects of feedback providing improvement strategies and a reflection assignment on students’ writing motivation, process, and performance. Students in the experimental feedback condition (n = 41) received feedback including improvement strategies, whereas students in the control feedback condition (n = 41) received feedback without improvement strategies. Within each feedback condition, half of the students received a reflection assignment on feedback use and the revision (experimental reflection condition), while the other half received a reflection assignment on feedback perception (control reflection condition). Results indicated that in the experimental feedback condition writing performance gained from the control reflection assignment, while in the control feedback condition it gained from the experimental reflection assignment. Improvement strategies negatively predicted self-efficacy beliefs, especially when initial self-efficacy beliefs were low, and positively predicted planning/revising. Reflections on feedback use and the revision positively predicted mastery goal when mastery goal initially was low or moderate.     

Implementation strategies for educational intranet resources

Recent events in UK Higher Education have caused university schools to look toward alternative means of enhancing and monitoring the quality of the service they provide. One approach utilises networked learning and teaching resources, in particular intranets. Two Schools at the University of Brighton commenced independent implementation of intranets at similar times. The subjects of the case studies are the School of Pharmacy and Biomolecular Sciences Intranet (SPI) and the Business School Intranet (BSI). This paper describes the two alternative strategies for intranet implementation, demonstrates the differing degrees of staff and student utilisation of these learning and teaching assets, identifies barriers to success within each and proposes solutions to address them. The paper proposes a unified strategy for effective intranet implementation and suggests measures to manage organisational resistance to change.     

A comprehensive performance analysis and improvement method

Performance analysis and improvement are critical skills for the performance technologist. A comprehensive approach to these tasks, which includes techniques from industrial and organizational psychology, industrial engineering, and organizational behavior management, is described. The approach comprises four steps: (1) conducting an organization‐wide survey to identify general improvement areas, (2) objectively pinpointing performance improvement potentials, (3) systematically identifying performance constraints, and (4) selecting or designing an improvement technique. Survey results for 63 organizations are presented and the effect of management practices on management span of control are examined. Eighteen performance constraints are organized into a decision tree that is used to select 1 of 27 improvement techniques. The results of this approach to performance analysis and improvement are described for 58 improvement projects in a medium‐sized bank.     

高职院校行政人员绩效考核改进策略分析

针对众多高职院校面临生源竞争、毕业生就业竞争日趋激烈和绩效考核这一人力资源管理的有效手段在行政人员管理中不够理想的现状,本文详细阐述了高职院校行政人员绩效考核存在的问题及其根源,并在此基础上从实施绩效考核的指导者、组织者和被考核者三方面提出了改进的策略和方法。     

Evaluating the implementation of performance improvement training: The E3 process for success

The E³ process for success provides a basic framework for evaluating the implementation of a training program implemented as a broad‐based performance improvement strategy. The regularity of conducting the evaluation helps to determine challenges and opportunities for modification, integration, and continuous application for the desired change.     

performance improvement

The Board of Directors of the International Society for Performance Improvement has identified top managers and executives as one of the population groups that are or should be represented in ISPI membership. In an effort to research these professionals, Performance Improvement is introducing a new feature — Executive Summaries. These are synopses of the feature articles in each issue. They will appear together on pages that can be copied and distributed to members of your organization who might not have time to read PI, but may benefit from the content of its articles. We encourage you to share summaries with managers and executives, as well as clients, team members, students, and other performance improvement professionals. Also — look for the summaries to appear on ISPI's Web Site soon.     

Human governance: A neglected mantra for continuous performance improvement

Every individual should be entrusted with an internal driver to strive their best towards achieving their potential and to manifest their performance through innovative means. This can be reached only under circumstances where the abstract human values and principles are recognized and indoctrinated in the culture. The strategies discussed in this article will serve as input in proposing the areas of focus toward the practice of human governance.     

一种新的自动化本体映射技术

为了更好地组合不同的相似度度量结果以提高本体映射结果的质量,提出一种新的基于调谐值度量和单纯降序提取算法的自动化本体映射技术。该技术首先通过调谐值来度量各种相似度矩阵的可靠性,并为每一个相似度矩阵赋予权重以集成不同的相似度矩阵,然后通过单纯降序提取算法结合阈值的策略提取最终的本体映射结果。实验采用2012年本体映射评价竞赛的测试数据集,同2012年本体映射评价竞赛的参与者的比较表明该文提出的方法是有效的。