The HPT Model Applied to a Yoga Studio's Performance

This case study describes how the human performance technology model has been applied to enhance the performance of a small yoga studio—Salty Dog Yoga & Surf of Carolina Beach, North Carolina. An analysis of Salty Dog's organizational performance revealed several ongoing challenges, including issues with sales, strategic planning, and division of labor. An environmental analysis found that Carolina Beach's market is strong enough to support a full‐time local yoga studio, while an organizational analysis uncovered multiple issues with strategic vision, resource deployment, and training policies.     

Concentric collaboration: a model of leadership development for healthcare organizations

Drawing on their experience in a Midwest healthcare system, the authors propose a model of leadership development through action learning that embraces ‘concentric collaboration’ at its core. The present study suggests that the process of concentric collaboration can serve to strengthen the skills of the individual leader as well as foster collective leadership. Central to the model is the growth and development of the individual leader which extends outward to create connections with others, ultimately increasing the social capital necessary to effect organizational change. This work contributes to the leadership development literature by offering a comprehensive model that includes the process of individual growth as well as collective capacity, organizational factors that support or inhibit this process as well as implications for practice.     

Comparing the Roles,Responsibilities, and Activities of Transactional and Transformational HRD Professionals

HRD professionals engage in one of two potential roles—transactional or transformational. Transactional focuses attention on an activity strategy whose cornerstone is training. Transformational focuses on a results‐driven strategy that is performance‐centered‐a role that helps organizations achieve their strategic business goals and objectives. These strategies differ in their outcomes and contributions to organizations in that the former leads to training for training's sake while the latter seeks to maximize organizational performance and effectiveness. Thus, HRD professionals are challenged to choose either an activity strategy that embraces a business as usual approach or a results‐driven strategy that requires adopting a new and exciting role.     

Online learning and performance support in organizational environments using performance support platforms

An electronic performance support system (EPSS) is a method that integrates learning and task performance into one single action by providing information and guidance during performance. Wide‐range EPSS effectiveness research has been conducted by Tel Aviv University in tandem with a large telecommunications firm implementing EPSS solutions. The objective was to identify the factors that were instrumental in the realization of EPSS's potential in corporate settings. This article focuses on effectiveness differences in two common organizational environments: the learning and the working domains.     

Investigating importance and key factors for information governance implementation in Nigerian Universities

Education and Information Technologies - Information governance (IG) embraces underlying necessities to organize information using consistent method for meeting organizational needs. This demand...     

Measuring Culture of Innovation: A Validation Study of the Innovation Quotient Instrument (Part One)

The ability for an organization to innovate has become one of the most important capabilities needed in the new knowledge economy. An organization's culture of innovation, in particular, predicts organizational innovativeness across multiple industries. While researchers have developed instruments to measure culture of innovation to inform organizational opportunities for improvement, few of these instruments have been validated or replicated beyond their initial use. The current article, which is part one of a two‐part investigation, employs confirmatory factor analytic methods to validate the factor structure of the six models defined in the Innovation Quotient instrument developed by Rao and Weintraub (2013) and assess the extent to which the models are reliable across organizational groups. While each model demonstrated adequate model fit, a lack of discriminant validity was identified for each model, as well as a lack of reliability across some organizational groups. Recommendations for model respecification are presented.     

An Odds Ratio Approach for Detecting DDF Under the Nested Logit Modeling Framework

An odds ratio approach (ORA) under the framework of a nested logit model was proposed for evaluating differential distractor functioning (DDF) in multiple‐choice items and was compared with an existing ORA developed under the nominal response model. The performances of the two ORAs for detecting DDF were investigated through an extensive simulation study. The impact of model misfit on the performance of each ORA was also examined. To facilitate practical interpretation of each method, effect size measures were obtained and compared. Finally, data from a college‐level mathematics placement test were analyzed using the two approaches.     

Enabling Key Stage 3 Students to Make Improvements to Their Own Writing

This paper reports a school‐based investigation into revision as a means of improving writing in the English classroom. It suggests that although pupils tend to perceive revision as a teacher‐directed, discrete stage in the writing process, during revision they engage in independent questioning, evaluation and employ a working model of audience as a guide to their operations. An approach to revision which involved pupils actively investigating each other's work, combined with an emphasis on multiple‐drafting, was trialled in the English Departments of two different schools. The findings suggest that this alternative approach creates a classroom context for improvement which is not teacher‐centred but embraces all students and highlights the potential for revision as an active learning process.     

Human Performance Technology Applied to Supermarkets in India

The International Society for Performance Improvement human performance technology model was applied in four supermarkets of a well‐known retail firm in India. An organizational environment model was used for a cause analysis. The fishbone (i.e., cause‐and‐effect) diagram was used to express the basis of poor sales performance. Both customers and employees were dissatisfied with the stores. It was determined that poor inventory management, long approval periods, and frequent employee turnover were the reasons for poor sales performance in the supermarkets.     

Current status,future trends,and issues in human performance technology,part 2: Models,influential disciplines,and research and development

In this second part of a two‐part series, a panel of experts indicated that human performance technology (HPT) research is being adequately conducted but not properly used in practice. They stressed a need for more applied research and more extensive use of case studies. They also provided their perspectives about the influences of other fields on HPT, suggesting the need for HPT to align more closely with other disciplines that address issues of human and organizational performance.     

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.     

Wisdom In The Workplace

The Data → Information → Knowledge → Wisdom (DIKW) model of describing cognitive processes is one that HPT professionals can use to structure performance improvement efforts within a knowledge‐intensive workforce. Evidence of this is already emerging as the field embraces knowledge management (KM) technologies. Within the DIKW model, however, it is readily apparent that we have yet to grapple with the concept of managing wisdom‐the highest level of cognitive processing. This article presents a brief summary of relevant wisdom studies and discusses how these can be used responsibly for developing and managing wisdom in the workplace.     

Who Empowers Leaders?

Leaders work at all levels in organizations, but few of them are truly empowered. Why don't organizations do a better job of empowering them? Four factors obstruct organizations' efforts. Most leadership development programs (a) are offered out of context of other organizational development efforts; (b) are generic and not specific to organizations' needs for change; (c) do not last long enough; and (d) are based on either a skill development model or a personal development model, instead of personal development interweaved with skills development. An effective program to empower leaders might overcome these obstacles by drawing on initial and continuing support from top management; implementing an articulated plan including training, reward systems to encourage leaders to develop others, appropriate process and outcome performance appraisal objectives, and regular channels for feedback among individuals across many organizational levels; linking process goals (e. g., building community, envisioning) to organizational outcome goals; developing mechanisms to institutionalize long–term leadership and organizational development goals; and ensuring that training addresses skill and personal areas of development as much in concert as possible.     

The dynamics of effective performance evaluation systems in education: Conceptual, human relations, and technical domains

Summary High-quality performance evaluation systems in education are fundamental to both individual improvement and organizational effectiveness. The design and implementation of such systems require far more than a casual effort on the part of the decision makers within the organization. If worthwhile performance evaluation systems are to be effectuated, particular attention must be paid to the conceptual, human relations, and technical domains. Indeed, systems that incorporate the relevant issues found in this triad address a fundamental rule of performance evaluation: if it is worth doing, it is worth doing well.     

Performance Diagnosis Matrix: A Discussion of Performance Improvement Scholarship

Most Human Resource Development (HRD) and Performance Improvement (PI) professionals agree that organizational performance is critical. There is less agreement, however, on the specific concepts that underlie differing models of performance diagnosis and improvement. Part of this disagreement may stem from a lack of a strong theoretical and empirical grounding in the multi-disciplinary concepts that comprise the basis of performance improvement. Swanson's (1994) Performance Diagnosis Matrix of Enabling Questions identifies elements central to HRD effectiveness and provides a theoretical framework through which multiple and diverse scholarly contributions can be explored to provide HRD/PI with additional theoretical strength. This discussion offers a more complete and stronger understanding of HRD/PI and the elements necessary to improve organizational performance by researching significant authors and research studies for concepts raised in the fifteen enabling questions posed in Swanson's Performance Diagnosis of Enabling Questions. These fifteen questions address performance variables (mission/goal, systems design, capacity, motivation, and expertise) at three performance levels (organizational, process, and individual).     

The key to organizational performance improvement: A perspective of organizational knowledge creation

The primary purpose of this research is to explore the impacts of knowledge creation practices on organizational performance improvement. Research has been empirically assessed on the basis of the collected data from three Korean private organizations. The concept of knowledge creation theory was adapted as the theoretical framework of this research (Nonaka & Takeuchi, 1995). Structural equation modeling has been used in order to assess the fit of the hypothesized model with the collected data. The result of the confirmatory factor analysis suggests that the hypothesized measurement model is a reliable and valid construct in the Korean context; multiple regression analysis reveals that knowledge creation practices have a positive and strong influence on performance improvement. Conclusions, limitations, and implications for human resource development are discussed.     

基于绩效的企业培训中的协作学习

提高绩效是企业培训的最终目标,培训的协作学习分为学习职务化和学习组织化两个阶段。学习职务化阶段通过开发个体心智模式和个体情境意识提高个体任务绩效;学习组织化阶段,通过开发共享心智模式和小组情境意识提高个体关系绩效,进而提升小组任务绩效。     

Applying Case‐based Reasoning in Knowledge Management to Support Organizational Performance

Research and practice in human performance technology (HPT) has recently accelerated the search for innovative approaches to supplement or replace traditional training interventions for improving organizational performance. This article examines a knowledge management framework built upon the theories and techniques of case‐based reasoning (CBR) and Nonaka's (1991, 1994) knowledge conversion model to shed light on how organizational performance can be enhanced by leveraging organizational knowledge represented as cases to support learning, working, and innovation of knowledge workers. This framework offers HPT practitioners new ways of thinking and methods for the design of performance support interventions by which organizational knowledge is stored, codified, delivered, and acted upon in context, on demand, and at the point of need. This paper describes a project, Knowledge Innovation for Technology in Education (KITE), which was designed to support professional development of teachers using CBR and knowledge conversion theories.     

Evaluating faculty pedagogic practices to inform strategic academic professional development: a case of cases

An investigation was undertaken into how a process involving peer review and observation of teaching can be used to enhance academics’ teaching practices and inform professional development activities at an organization level. We describe an innovative and highly structured approach to gathering evidence of pedagogic practice from academic peer observers, students, and reflections on practice. Collating multiple perspectives on multiple instances of observed teaching a focused analysis is undertaken to provide an insight into development opportunities for a teaching culture and context. The investigation was undertaken in response to organizational needs in an increasingly competitive higher education sector where strong quality statements around teaching and learning outcomes are a matter of importance for organizational success. This paper will be of interest to academic developers and leaders in quality enhancement in higher education.     

Visions to Guide Performance: A Typology of Multiple Future Organizational Images

Organizational performance is highly influenced by how employees envision the future. To date, many scholars have emphasized the importance of an overarching future vision that unites all stakeholders, while acknowledging the presence of divergent perspectives among members. This variety in perspectives may be further complicated in organizations undergoing great stress and where the leadership has not defined and promoted a future vision to guide the content of the images of its members. Little study has explored the various types of future organizational images that exist or the nature of those images. We explore these concerns via a case study of an airline in the midst of a dramatic fight for survival. The findings both confirm the existence of multiple views for the company's future and delineate their general characteristics through a typology of imagery. We conclude with a language to use to differentiate those images for future research and offer practical implications for managing multiple future organizational images to mobilize energy and enhance performance in a more unified direction.