Potential knowledge management contributions to human performance technology research and practice

This article considers three aspects of the knowledge management (KM) literature that have the potential to enhance human performance technology (HPT) research and practice. First, we believe the recent attempt by economists to describe and quantify intellectual capital can help HPT to better evaluate and defend organizational expenditures/investments for performance improvement initiatives. Second, the emerging KM literature explores the linkages between information, learning and performance, provides a common point of intersection for our fields, and can enhance our analysis and implementation of information (as opposed to training) solutions as well as inform and expand our conceptual and theoretical understanding. Third, we have observed that both KM and HPT practitioners are increasingly concerned with the learning that takes place outside the confines of traditional formal training environments. We briefly review the electronic performance support systems literature from HPT and KM, noting the similarities in epistemology, design, and interventions. Finally, we highlight the KM research agenda and suggest related opportunities for HPT research.     

Hey,HPT practitioner! Talk to me

It is important to clearly articulate what the essence of human performance technology (HPT) is about. Too often we are caught in our own jargon and confuse our clients and jeopardize appropriate outcomes. A group of graduate students in an introductory HPT class responded to an assignment to explain to other professionals what human performance practitioners do. Their thoughts, written in their own voices, are reflected here.     

HPT in the classroom: Practical applications

Human performance technology (HPT) is an area of professional practice most often found in the business world rather than in education. As adjunct professors at several universities, we have incorporated the principles of HPT into our classes. This article describes some of the courses where we have used aspects and models of HPT to teach students about subject areas in business. In addition, an entire graduate program based on HPT has been started at ITSON University in Mexico.     

Synthesizing soft systems methodology and human performance technology

Human performance technology (HPT), like other concepts, models, and frameworks that we use to describe the world in which we live and the way we organize ourselves to accomplish valuable activities, is built from paradigms that were fresh and relevant at the time it was conceived and from the fields of study from which it grew. However, when the frameworks used by practitioners grow out of similar paradigms, important things can be missed when designing solutions in performance environments simply because of their practical limitations and exclusion of issues that may warrant our attention. This article looks at the paradigms most commonly used to explain performance environments, both within HPT and by those from other fields. From this a synthesized approach to solving perceived problems in performance environments is provided that introduces Soft Systems Methodology to the HPT practitioner, an approach built on premises very different from those commonly utilized in HPT frameworks.     

Successfully using HPT internationally: An international performance model

This article introduces a new international model that focuses on culture while including familiar elements of human performance technology (HPT). HPT adaptation for cultural differences is an essential part of our profession. We must be sensitive and flexible to succeed in an ever‐changing global environment.     

Innovation and Performance Improvement Integration

G2000's HR Execution Excellence—Retail Attendance System was one of the innovative projects to receive the ISPI Award of Excellence in 2016. It is a continuous improvement project that applies the concept of holistic human performance improvement using an ISPI human performance technology (HPT) model (ISPI, 2012) to streamline the front‐end and back‐end processes of our Retail Attendance System. As a result, it leads us to achieve one of our business goals: employment regulatory compliance. In our case, the project team was tasked with seeking solutions to ensure that the payroll process for retail staff could be performed accurately and in a timely manner. After applying the HPT model to conduct the gap analysis and identify the causes or factors that were limiting our performance, we integrated the concept of human‐centered design approach at the solution‐design phase of the project, to lead us to innovative solutions.     

Performance improvement/HPT model: Guiding the process

This commentary is part of an ongoing dialogue that began in the October 2011 special issue of Performance Improvement—Exploring a Universal Performance Model for HPT: Notes From the Field. The authors feel that the performance improvement/HPT model in its past, present, and potential future iterations is not the only model for our field; however, it makes a systematic and flexible contribution to the field.     

Examining the boundaries of HPT through the lens of communities of practice

Despite its existence for over six decades, the practice of human performance technology (HPT) has not been widely accepted within organizations. Varying levels of confusion surround the understanding of HPT, which has been influenced by myriad fields and disciplines. Although HPT is focused on improving performance at the organizational, team, and individual levels, it does not own the practice of performance improvement. The goal of optimal performance across various functions and levels within an organization is not confined to HPT but extends to process improvement, human resource development, organizational development, knowledge management, and several other areas. Therein lies the problem: A lack of consideration about the boundaries that delineates the field has ramifications for both the research on and the practice of HPT. This study examines the domains and disciplines that HPT proponents consider central to the field.     

What Do HPT Consultants Do for Performance Analysis?

This study was conducted to contribute to the field of Human Performance Technology (HPT) through the validation of the performance analysis process of the International Society for Performance Improvement (ISPI) HPT model, the most representative and frequently utilized process model in the HPT field. The study was conducted using content analysis as the research methodology to investigate thirty HPT business cases. The findings in this research indicate that the detailed processes and components as depicted in the performance analysis process in the ISPI HPT model were not fully present in the HPT business cases. Actual processes used in the business cases to identify performance gaps differed in part from the model. In addition, the procedure of analysis in the model is depicted as a logical sequence and in the cases is an actual sequence. In addition, the refined performance analysis process is proposed based on the research findings.     

Current status,future trends,and issues in human performance technology,part 1: Influential domains,current status,and recognition of HPT

Fifteen human performance technology experts participated in a survey investigating HPT's current status, future trends, and issues. Although HPT is not fully recognized in many organizations, such strengths as systems thinking and multidisciplinary approaches to performance problems are valued. Weaknesses reported are the rare use of HPT in small organizations, falling for quick fixes, and shortcomings in evaluation. HPT professionals need to do better at clarifying HPT principles, communicating HPT values, and demonstrating HPT's organizational impact.     

A Call to Action: Gain a Seat at Decision Tables

No matter how much HPT practitioners improve human performance, we are not granted enough invitations to serve as tactical and strategic decision makers. Many “earning” decision makers such as financial experts regard HPT professionals as no more than operational‐level learning professionals. Therefore, HPT practitioners cannot rely on current decision makers to initiate a call for increased respect for the HPT industry. However, there is a contingent of HPT practitioners known as business‐entity performance technologists (BEP Techs) who serve as HPT activists by obtaining influential roles in decision processes. Their goals are to influence decision makers, become decision makers, support decision makers, and challenge decision makers from other industries to respect HPT practitioners as more than just learning professionals. To do this, they focus more on the improvement of business‐entity performance than on human performance. They seek to obtain respect for the HPT industry as both learning and earning professionals.     

Specifying a Human Performance Technology Knowledgebase Originally published in 1995, PIQ 8.2

The mission of human performance technologists, to assure high levels of human performance in organizations, is well established, and usually accomplished through design and implementation of two major products: performance systems and instructional systems. The speed of change in the environments in which HPT is practiced, however, requires frequent analysis of what knowledge and skills are required of HP technologists in pursuit of this goal. This article works backward from results and the products that obtained them, to identify the knowledge, skills, and attitudes that form the critical human performance technology knowledgebase. The author uses an example from our “universal” neighborhood to illustrate seven basic categories of variables influencing organizational performance, and provides examples and non examples of five essential principles of psychology that can help guide HPT practitioners' efforts to design and implement effective systems.     

Specifying a Human Performance Technology Knowledgebase

The mission of human performance technologists, to assure high levels of human performance in organizations, is well established, and usually accomplished through design and implementation of two major products: performance systems and instructional systems. The speed of change in the environments in which HPT is practiced, however, requires frequent analysis of what knowledge and skills are required of HP technologists in pursuit of this goal. This article works backward from results and the products that obtained them, to identify the knowledge, skills, and attitudes that form the critical human performance technology knowledgebase. The author uses an example from our “universal” neighborhood to illustrate seven basic categories of variables influencing organizational performance, and provides examples and non examples of five essential principles of psychology that can help guide HPT practitioners' efforts to design and implement effective systems.     

Testing elementary and secondary school students’ ability to perform historical perspective taking: the constructing of valid and reliable measure instruments

Historical reasoning competencies play an important role in history education. However, valid and reliable large-scale measurement instruments to assess these competencies are scarce. This study considers two instruments for measuring students’ ability to perform historical perspective taking (HPT) as a historical reasoning competency. The instruments have been tested for validity and reliability among 1,270 Dutch upper elementary and secondary school students, ranging in age from 10 to 17 years. One instrument offers effective validity and reliability and can map HPT performance among a large and heterogeneous student population. The results show that even upper elementary school students are capable of performing HPT. However, as students age, their ability to perform HPT increases. Differences regarding the ability to perform HPT were also found between educational levels. Pre-university students performed HPT more successfully compared to students at lower educational levels. The results of this study can be used to gain insight into the construct of HPT and into how historical reasoning competencies such as HPT can be measured. Furthermore, the results provide insight into how differences between students, such as age and educational levels, influence the performance of HPT.     

Client partnership throughout the performance improvement/human performance technology model

Partnerships between the performance consultant and client occur through collaboration with all stakeholders to make decisions during every phase of the human performance technology (HPT) process. During the HPT process, the performance consultant fulfills the role of expert, critic, facilitator, doer, and spectator. Regardless of the role, a performance consultant needs to assess the ongoing situation, apply the appropriate skills and techniques required to adequately handle the situation, and foster customer partnership and collaboration through the HPT life cycle.     

New metacognitive model for human performance technology

Addressing metacognitive functions has been shown to improve performance at the individual, team, group, and organizational levels. Metacognition is beginning to surface as an added cognate discipline for the field of human performance technology (HPT). Advances from research in the fields of cognition and metacognition offer a place for HPT to expand its theoretical base. This article summarizes current theories of metacognition and presents a new metacognitive model for HPT.     

Knowledge of the Human Performance Technology Practitioner Relative to ISPI Human Performance Technology Standards and the Degree of Standard Acceptance by the Field

Despite the availability of the human performance technology (HPT) competency standards, the degree to which practitioners within HPT practice the standards has not been the subject of significant empirical research. The present study examines whether the International Society for Performance Improvement HPT standards accurately describe the threshold of competency within HPT and the degree to which practitioners apply and utilize the competency standards.     

Human Performance Technology and Knowledge Management: A Case Study

ABSTRACT As organizations respond to competitive environments and strive to enhance performance, knowledge management (KM) has increasingly become a strategic activity. A KM strategy entails consciously helping people share and put knowledge into action. A key challenge is how to develop and implement KM solutions that provide performance support to knowledge workers and seamlessly integrate KM into business processes. We propose that human performance technology (HPT) provides a systematic framework to help guide KM initiatives. Specifically, HPT provides a holistic view of a knowledge worker's performance environment by considering the complex interdependencies between the organizational context, business processes, and individual performers. Via a case study, we describe and illustrate how HPT guided one organization in its journey to identify the content and structure to best support performance and manage knowledge in a core business process. Based on the case study, we offer lessons for other firms on how HPT can be used to guide KM initiatives.     

Content analysis of the 20 most influential articles in PIQ

The purpose of this study is to examine key research themes in human performance technology (HPT) through content analysis of the 20 most influential articles identified in Cho, Jo, Park, Kang, and Chen (2011). Three questions guiding this inquiry are: (1) What are the key themes of the 20 most influential articles in PIQ, (2) What information do the 20 most influential articles add to an understanding of HPT, and (3) What are the implications of the content analysis for HPT research practices? Five key themes emerged from the content analysis, including instructional design, HPT scholarship, performance technology, performance support, and transfer of training. HPT scholarship was the most distinctive key research theme in this study. The qualitative details about the 20 most influential articles were provided, related issues were discussed, and implications for research practice were articulated.     

绩效技术的系统观：朗姆勒的理论与实践

系统观是绩效技术整个知识体系的指导原则,系统观也是绩效改进方案在组织中成功实施的关键。绩效技术专家朗姆勒博士正是这样一位秉持系统观,对组织的系统进行层层透视的杰出贡献者。文章在分析了系统观对于绩效技术领域的意义的基础上,分别从朗姆勒的理论和实践两方面介绍他对于绩效技术领域的突出贡献,以期能给与在绩效技术之路上探索的教育技术界同仁些许启发。