An Operational Mode/ for Engineering Effective Human Performance Identify Identify Specify Define Specify Business Performance Current Performance Performance-Gap Requirements Requirements Performance Gaps Factors ● Envronmental o Proactive lEgal/regulatory ● EXemplary mAgnitude o Reactive ● New skills and ● Deficient eValue >Internal knowledge . Organizational/cultural ● Related URgency Job-specific ● Performance ● Skills and Knowledge improvement ● Emotional/ Political >General / Specific Monitor and Implement Develop Select Identify Maintain Performance Performance Performance Potential Performance Interventions Interventions Interventions Interventions Interventions ePlan eDesign ● Appropriateness ● Environmental ● Performance ● Execution ● Creation ● Skills and Knowledge External Business ● Incentives and ● Support vErification ● Economics motivation eFeasibility ● Acceptability Source: Harold D. Stolovitch, Erica J. Keeps, Editors, Handbook of Human Performance Technology, Jossey-Bass Pfeiffer
Identify Business Requirements ⚫Proactive ⚫Reactive Monitor and Maintain Performance Interventions ⚫Performance ⚫Business Identify Performance Requirements ⚫Legal/regulatory ⚫New skills and knowledge ⚫Performance improvement Specify Current Performance ⚫Exemplary ⚫Deficient ⚫Related Define Performance Gaps ⚫Magnitude ⚫Value ⚫Urgency Specify Performance-Gap Factors ⚫Environmental ➢External ➢Internal Organizational/cultural Job-specific ⚫Skills and Knowledge ⚫Emotional/Political ➢General ➢Specific Implement Performance Interventions ⚫Plan ⚫Execution ⚫Support Develop Performance Interventions ⚫Design ⚫Creation ⚫Verification Select Performance Interventions ⚫Appropriateness ➢Internal ➢External ⚫Economics ⚫Feasibility ⚫Acceptability Identify Potential Interventions ⚫Environmental ⚫Skills and Knowledge ⚫Incentives and motivation Source: Harold D. Stolovitch,Erica J. Keeps, Editors, Handbook of Human Performance Technology, Jossey-Bass Pfeiffer An Operational Model for Engineering Effective Human Performance
Variables Affecting Job performance 2. Task Interference 1. Performance Specifications Can the performer easily recognize the input requiring action? Do performance standards exist? Can the task be done without interference from other tasks? Are the job procedures and workflow logical? Do performers know the desired output and performance standards? Are adequate resources available for performance(time, tools, staff, information ) Do performers consider the standards attainable? Input Output Consequences -------→, Performer Feedback 5. Knowledge/ Skill 4. Feedback 3. Consequences Do the performers have th about their performance? Information Do the performers re Are the consequences aligned to skill and knowledge to perform? support desired performance? Do the performers know why desired Is the information they receive e consequences meaningful from relevant? accurate? 6. Individual Capacity timely? specific? Are consequences timely? Are the performers physically, mentally constructive? and emotionally able to perform? easy to understand?
Variables Affecting Job performance 1. Performance Specifications Do performance standards exist? Do performers know the desired output and performance standards? Do performers consider the standards attainable? Input Output Consequences Performer Feedback 2. Task Interference Can the performer easily recognize the input requiring action? Can the task be done without interference from other tasks? Are the job procedures and workflow logical? Are adequate resources available for performance (time, tools, staff, information )? 4. Feedback Do the performers receive information about their performance? Is the information they receive relevant? accurate? timely? specific? constructive? easy to understand? 5. Knowledge / Skill Do the performers have the necessary skill and knowledge to perform? Do the performers know why desired performance is important? 6. Individual Capacity Are the performers physically, mentally, and emotionally able to perform? 3. Consequences Are the consequences aligned to support desired performance? Are consequences meaningful from performer’s viewpoint? Are consequences timely?
考核的真正目的 ■保证组织目标的实现 ■激励员工进取 ■促进人力资源开发
考核的真正目的 ◼保证组织目标的实现 ◼激励员工进取 ◼促进人力资源开发
考核体系 考核内容与标准 ■考核方法 ■考核工具 ■考核周期 ■考核程序
◼考核内容与标准 ◼考核方法 ◼考核工具 ◼考核周期 ◼考核程序 考核体系
有效的考核体系的标志 ■中肯贴切 ■敏感性 ■可靠性 ■可接受性 ■实用性
有效的考核体系的标志 ◼ 中肯贴切 ◼ 敏感性 ◼ 可靠性 ◼ 可接受性 ◼ 实用性