组织进行绩效管理的误区--一次访谈研究的结果

绩效管理是人力资源管理的中心环节,对其良好的管理能实现组织和员工个体的双赢.本文对武汉和北京两地共十家企业人力资源管理部门和有关领导进行了绩效管理状况的访谈.访谈结果表明目前国内组织的绩效管理眄存在一些误区.     

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.     

内地新《纲要》与香港地区《表现指标》之比较研究

本文主要分析比较了我国内地2001年颁布的《幼儿园教育指导纲要(试行)》和香港地区《表现指标(学前机构适用)》的异同。通过对两份最新幼教指导文件的分析比较,找出两地可以相互参考、借鉴的地方,以进一步推动内地《幼儿园教育指导纲要(试行)》的真正落实。     

Performance Management: Changing Behavior That Drives Organizational Effectiveness,Fifth Edition

Performance Management (fifth edition), by Aubrey C. Daniels and Jon S. Bailey, is the latest iteration of a highly successful volume outlining the application of the principles of behavior analysis to, in the words of the subtitle, “drive organizational effectiveness.” This review first considers the book's organization and topical coverage, followed by an analysis of three concepts: (1) feedback, (2) reinforcer effectiveness, and (3) extinction. Several additional topics represented in behavior‐analytic basic research are discussed as complements to the other subjects. The new edition represents the best in applied behavior analysis both in its research foundation and its application to strategies for making businesses better and more profitable. Performance Management: Changing Behavior That Drives Organizational Effectiveness, Fifth Edition (2014; 344 pages; ISBN‐13: 978–0937100257; hardcover $69.95) is published by Performance Management Publications.     

绩效技术支持下的高校教师培训新模式

绩效技术致力于提高组织和个人的绩效,在企业培训中得到了广泛的应用,取得了显著的效果。本文主要针对高校教师培训中存在的问题,阐述了运用绩效技术进行高校教师培训绩效改进的操作模式,以提高培训的效果。     

试析绩效管理在高校人事管理中的应用

绩效管理是高校人才资源管理建设的重要组成部分。基于绩效管理理论,本文从高校教师和高校行政管理干部两方面,分析论述了绩效管理在高校人事管理中的应用,以便提高高校人事管理工作的效率,从而促进高校的整体发展。     

大学英语成绩测试实施策略

成绩测试是大学英语教学的一个重要环节,是了解和促进大学英语教与学的一条有效途径。目前大学英语成绩测试中存在着诸多问题。因此,命题的科学性、测试形式的多样性、组织的严密性以及成绩评定的合理性和结果反馈的时效性等问题显得就很必要和迫切。     

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).     

Living AnatoME: Teaching and learning musculoskeletal anatomy through yoga and pilates

Living AnatoME, a program designed in 2004 by two medical students in conjunction with the Director of Anatomy, teaches musculoskeletal anatomy through yoga and Pilates. Previously offered as an adjunct to the Gross Anatomy course in 2007, Living AnatoME became an official part of the curriculum. Previous research conducted on the program demonstrated its efficacy in providing relaxation and well-being to students who attended. In 2007, with all 144 gross anatomy students required to participate in a 1.5 hour Living AnatoME session on the upper and lower limbs, the impact of the program on students' comprehension of musculoskeletal anatomy was analyzed through the administration of 25-question pre- and post-tests, gauging knowledge in the following domains: upper limb, lower limb, muscle function, palpation, attachment/location, clinical correlate, and control (i.e., material not emphasized during the intervention). Analysis of postintervention tests revealed significant improvement in total Living AnatoME scores as well as in the domains of upper limb, muscle function, and palpation, indicating the possible efficacy of Living AnatoME in teaching anatomy. Performance on control questions also improved, although not significantly, which may indicate the role of other variables (e.g., additional study time) in increased performance.     

Using Performance Analysis for Training in an Organization Implementing ISO‐9000 Manufacturing Practices; A Case Study

This case study extends previous research on the theory and practice of performance analysis by examining the application of one model, the Performance Analysis for Training (PAT) Model, in an organization that was implementing ISO‐9000 processes. The research questions focused on whether using the PAT Model produced the expected results and on the correspondence between the actual process used for the performance analysis and the process outlined in the PAT Model. The study findings revealed that the performance analysis produced the expected results and that the results were influenced by the three elements identified in the model's conceptual framework—organization characteristics, decision maker characteristics, and analyst characteristics—and their interactions. In addition, four adaptations to the PAT model were identified.     

A Study of the Journey from Training to Performance

This is an exploratory study questioning progress in the shift from training to performance. A total of 62 training and performance professionals responded to a survey administered at two professional conferences, ISPI (International Society for Performance Improvement) and ASTD (American Society for Training and Development). The survey, constructed by two people admittedly keen on performance technology, queried respondents about concepts relevant to performance perspectives: analysis, solution systems, cross-functionality, customer and collegial expectations, and shared knowledge. We also inquired about perceptions of how to move their organizations beyond the status quo. Overall, organizations report that they are making progress in the transition from an emphasis on training to the concepts associated with performance technology, although room for progress remains. Bedrock human performance technology (HPT) concepts, such as analysis-first, data-driven decisions about solutions and collaboration with colleagues across the organization, are reported to be more typical aspects of organizational culture. On the other hand, customer and colleague perceptions lag, and measurement and boundarylessness are only occasionally components of the organizations described by respondents.     

表演理论视野下的《说岳全传》情节设置

《说岳全传》中的许多故事,情节设置匠心独具,情节曲折生动,扣人心弦。其情节设置有力地推动了故事情节发展,有助于典型人物形象的塑造。而表演理论由于将文本与语境在行动中重新结合起来,表演者与听(观)众会产生互动、互勉甚至互惠。表演是在语境中,以表演者为主,又有听(观)众积极参与所生产的共同作品。在《说岳全传》中,许多故事是表演理论的典型或变形展示。因此,在研究中可以运用表演理论进行分析和阐释。     

Performance Indicators and Quality Review in Australian Universities

This paper examines the relationship between sets of quantitative performance and diversity indicators and the qualitative banding of Australian universities made by the Committee for Quality Assurance in Higher Education. Using factor analysis, three performance factors (Traditional Research University Performance, Teaching Performance and Competitive Research Performance) and four diversity factors (Size, Equity, Student Staff Ratios and Access) were obtained. Strong association was found between quality ranking and composite measures of performance. When factor‐based composite measures were used, quality rankings were significantly correlated with Traditional Research University Performance, Teaching Performance and Size, and negatively with Equity.     

A Review of Organizational and Human Performance Frameworks

The frameworks or models used to conceptualize workplace performance are as diverse as the organisations they attempt to mirror. The purpose of this review was to examine a sample of the frameworks used to model human performance in organizations with respect to: 1) change orientation, 2) theoretical basis, 3) organizational results level, 4) unit of analysis, and 5) performance analysis. Organizational system and performance system frameworks were contrasted with systematic process models of performance improvement. Frameworks are defined as system‐orientod representations of the flow or linkages of resources, inputs, processes, goals, and results within and external to an organization. Performance improvement process models are defined as representations of systematic processes that define steps to be taken to implement a particular solution or identify a problem. It is recommended that solution designers blend frameworks of organizational system and performance system architectures into systematic, participatory design processes.     

How Computer-Assisted Learning Influences Medical Students' Performance in Anatomy Courses

Anatomy is an essential subject of the medical curriculum. Despite its relevance, the curricular time and logistical resources devoted to teaching anatomy are in decline, favoring the introduction of new pedagogical approaches based on computer-assisted learning (CAL). This new pedagogical approach provides an insight into students' learning profiles and features, which are correlated with knowledge acquisition. The aim of this study was to understand how training with CAL platforms can influence medical students' anatomy performance. A total of 611 medical students attending Musculoskeletal Anatomy (MA) and Cardiovascular Anatomy (CA) courses were allocated to one of three groups (MA Group, CA Group, and MA + CA Group). An association between the performance in these anatomy courses and the number of CAL training sessions was detected. In the MA Group (r = 0.761, P < 0.001) and the MA + CA Group (r = 0.786, P < 0.001), a large positive correlation was observed between musculoskeletal anatomy performance and the number of CAL training sessions. Similarly, in the CA Group (r = 0.670, P < 0.001) and the MA + CA Group (r = 0.772, P < 0.001), a large positive correlation was observed between cardiovascular anatomy performance and the number of CAL training sessions. Multiple linear regression models were performed, considering either musculoskeletal or cardiovascular anatomy performance as the dependent variable. The results suggest that using CAL platforms to study has a positive dose-dependent effect on anatomy performance. Understanding students' individual features and academic background may contribute to the optimization of the learning process.     

Examining the Practice of Human Performance Technology

Despite the fact that Human Performance Technology (HPT) has proved itself as a systemic, systematic process for increasing performance and profitability in organizations, it has not yet been widely adopted. There are several reasons for this. The conditions that must exist for organizations to benefit from all HPT can offer them are lacking. First, few individuals have the knowledge and skill necessary to implement the methods, measures, and models of HPT, and second, those who do seldom have the opportunity and authority to apply HPT where it will most benefit the organization. This article takes a look at such barriers to successful HPT practice, and how they can be overcome. It reports the findings of a survey of academics, internal practitioners, and external consultants who are members of NSPI who were asked to report on what opportunities exist for learning about HPT, where it is practiced in organizations and by whom, and what role management plays in implementing HPT within organizations. The article also suggests ways of addressing the barriers identified.     

Measuring the Results of Performance Improvement Interventions

In this study, a web‐based questionnaire was used to measure attitudes of members of a professional performance improvement organization relative to adoption and implementation of Level 4 or results‐oriented evaluation. Participants were 274 members of the International Society for Performance Improvement (ISPI). It was expected that frequency of Level 4 evaluation use could be explained by innovation diffusion or change variables. Findings suggest that the adoption of effective performance improvement measurement systems and processes at the organizational level is relatively low compared to other types of evaluation. This level of adoption is impacted by a complex array of factors. Stakeholder participation in the adaptation of evaluation systems to increase their compatibility with current practices, and experimentation with this type of evaluation on a limited or trial basis may increase the rate of adoption. Management support of the development and adaptation of a results‐oriented evaluation system is seen as providing the opportunity for the change process to move forward. Implications for diffusion of this type of evaluation within organizations will be discussed within the context of a HPT Change framework.     

Performance architecture: The art and science of improving organizations

Performance Architecture: The Art and Science of Improving Organizations is a hands‐on guide to real‐world techniques for improving performance within the workplace. This important book explores the Human Performance Technology Landscape model that was presented in the best‐selling book Handbook of Human Performance Technology (3rd ed.). Framed by the Landscape model and supported by other proven models and tools, the book provides effective structures for anyone who needs to develop their performance improvement skills and knowledge and achieve results. Performance Architecture: The Art and Science of Improving Organizations (ISBN: 978‐0‐470‐19568‐0) is published by John Wiley & Sons and the International Society for Performance Improvement.     

Using Performance Analysis for Training in an Organization Implementing Integrated Manufacturings A Case Study

Focused efforts to improve organizational and individual performance begin with analysis of the needs. However, the theory and practice of performance analysis are not well connected. This case study examined the use of a theory-based model, the Performance Analysis for Training (PAT) Model, for assessing performance needs within an organization that was integrating its manufacturing processes. The results showed that the PAT Model was a useful guide for assessing performance needs. This research also showed that the process and product of the performance analysis were influenced by the organization's characteristics, the decision maker's characteristics, and the analyst's characteristics. In practice, the PAT model and the actual process of performance analysis were similar. However, the analyst noted three adaptations of the model. These adaptations suggest that performance analysis in some instances may be more an iterative than a linear process.     

Performance Technology Skills in Business: Implications for Preparation

What to teach Performance Technologists should be derived out of an analysis of desired performance. Despite a general agreement on the definition of Performance Technology, desired performance currently varies in business and consulting organizations. This paper reports the results of a survey of 23 organizations regarding current performance of Performance Technologists and current preparation of people for the role. It suggests a three-stage model for preparing Performance Technologists.