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1.
This study investigated the performance of 13 graduate students' collaborative efforts toward a group research project in an Instructional Analysis, Design, and Evaluation online course. Gaps between course expectations from the instructor and student collaborative performance were identified through the review of the team agreement, the use of surveys, and focus group interviews. Performance gaps occurred in the areas of communication, assignment completion, and group cohesiveness. These performance gaps were caused by lack of knowledge and skills, motivation, and/or organizational support. Appropriate intervention strategies such as effective group interaction and communication, building relationships and establishing trust, periodic review of team agreements, mini‐training sessions on collaboration and supportive behaviors, and role differentiations and collaborative task designation are presented. Instructors who are interested in incorporating group research projects into their future online courses may consider implementing these interventions to facilitate the improvement of students' collaborative efforts. 相似文献
2.
Chin‐Min Hsiung Shi‐Jer Lou Chi‐Chang Lin Pei‐Ling Wang 《British journal of educational technology : journal of the Council for Educational Technology》2014,45(1):125-135
In cooperative learning, students work together as a team to maximize the academic success of all the team members. The failure of even a single member can compromise the success of the entire team. Thus, to evaluate the functioning of the team reliably, it is necessary to consider both the performance of the individual team members and the interactions among them. In this study, a method was developed for identifying dysfunctional teams and troubled individuals by examining the correlation between the team scores obtained in sequential tests and the correlation between the scores obtained by the different team members. The effectiveness of the proposed method was evaluated via field experiments. Forty‐eight students were randomly assigned to cooperative learning teams and their learning performance assessed by four‐unit tests. The results indicated that the proposed method can identify the most troubled individuals in a team even when the team performance/grouping information is not taken explicitly into account. Furthermore, when the team information is considered, the method can identify both the dysfunctional teams and the troubled individuals within the teams. Therefore, the proposed method provides a useful basis for the development of computer‐assisted solutions for assessing the performance of cooperative learning teams. 相似文献
3.
Military officials continually search for improvements in processes that focus on high‐performance outcomes. This qualitative study investigated process improvements of two departments within the Naval Diving and Salvage Training Center (the Security Department and the Testing Department) by assessing performance levels of the two departments using a combinatorial model from human performance theory and Six Sigma theory. Study findings produced strong empirical evidence with specific recommendations for initiating cost‐effective interventions for improvements. The Behavior Engineering Model was used to identify possible solutions to post‐training performance gaps identified during the evaluation. 相似文献
4.
An evaluation system was designed and implemented by a faculty support department to measure the value, identify gaps, and improve the quality of their training at a midsize community college. The Targeted Evaluation Process (Combs & Falletta, 2000) was selected as the evaluation framework because of its applicability to training and nontraining interventions. Gilbert's (2007) Behavior Engineering Model was used to identify possible solutions to post‐training performance gaps identified during the evaluation. 相似文献
5.
Benjamin D. Duman Seung Youn Chyung Steven W. Villachica Donald Winiecki 《Performance Improvement》2011,50(1):17-24
A comprehensive needs assessment was conducted at ATA hospital to determine the root causes of a high number of errant radiology orders from requesting physicians. The Human Performance Technology Model, Gilbert's Behavior Engineering Model, and Rummler and Brache's Nine Performance Variables Model guided the needs assessment process. Three solutions were proposed. The development of the long‐term solution, a software utility, has been initiated. The Behavior Engineering Model was used to identify possible solutions to post‐training performance gaps identified during the evaluation. 相似文献
6.
Steven J. Kelly 《Performance Improvement》2010,49(9):15-23
Senior performance technologists often take on real societal challenges, with enormous multilevel needs and minuscule funding. Front‐end assessment is conducted under demanding time frames with small teams. Successfully isolating critical gaps and formulating realistic solutions requires a melding of science and art. This article traces the author's journey to blend early military intelligence techniques with classical HPT methods—defining a craft approach to assessment likened to performance technology jazz. 相似文献
7.
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. 相似文献
8.
This paper reports on the cross‐disciplinary research that resulted in a decision‐support tool, Team Machine (TM), which was designed to create maximally diverse student teams. TM was used at a large United States university between 2004 and 2012, and resulted in significant improvement in the performance of student teams, superior overall balance of the teams as well as overwhelmingly favorable reactions from stakeholders. An empirical study is conducted comparing the performance of teams created by TM compared to teams manually allocated by a subject matter expert. The findings show that optimally balanced teams perform better than those created manually. TM serves as a broad‐based example of how to integrate business analytics into interactive search by conflating human judgment with algorithmic efficiency in the context of team formation. The contribution of this research to the academic community is a model and solution method which can be easily implemented to solve a very important and recurring issue faced by many MBA programs and empirical evidence of its value. The outcomes of this study include empirical evidence of increased team performance, significant administrative time savings, improvement to team diversity, and increased satisfaction from students and administrators with the team formation process. 相似文献
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Gary Blau Tony Petrucci Michael Rivera Rujuta Ghate 《Decision Sciences Journal of Innovative Education》2019,17(1):76-98
Team‐based projects continue to be important for structuring work in many organizations, and employees are increasingly using mobile applications (apps) for peer evaluations as part of a performance appraisals process. Since a graduating student can expect to work in a team at some point in their career, exposure to class‐related group projects is important. This study explored using a mobile application (app) called DevelapMe (DMe), which allowed for 273 business undergraduates in 54 teams to give and receive real‐time peer‐based feedback during a 5‐week group project. Prior empirical research has shown that technology can improve the group development process, but such research has not used a mobile app. The general goal of this study was to investigate how receiving real‐time feedback through a mobile app (DMe) can affect the team development process over time. Two online surveys, Time 1 (T1) and Time 2 (T2), were administered over a 5‐week period. Results showed that two of the three team‐level process outcomes, team trust and team commitment (but not team value‐goal fit), significantly increased from T1 to T2. Results also showed that receiving T1 sender‐based positive, but not negative, feedback scales had a significant impact on all three team‐level process outcomes. 相似文献
11.
The emergence of new technologies has made it increasingly easy for distributed collaboration in both educational and noneducational settings. Although the effectiveness in traditional settings of the dynamics of small group work has been widely researched, there is limited research that offers evidence on how teams can work effectively in a virtual environment. The purpose of this study is to examine the relationship among team structure, trust, and conflict management style, in addition to their impact on teamwork effectiveness in a virtual environment. An experimental design was used to assess the effects of structure on team performance. Forty‐four groups, divided into hierarchical and nonhierarchical groups, worked on an online simulation project in an online MBA course. The results suggest that team structure is strongly associated with team performance, whereas trust and a collaboration conflict management style contribute to teamwork satisfaction. 相似文献
12.
Joel Bertrand Trevor Sparrow Sujatha Jagdeep Donald Winiecki 《Performance Improvement》2016,55(9):7-17
Needs assessment is a systematic and systemic process intended to identify and define gaps between current performance and desired performance. Needs assessments are most beneficial if they address issues that affect successful accomplishment of operational or tactical processes as well as outcomes that allow an organization to meet its overall strategic goals. A team of graduate students took on a needs assessment project to ascertain the causes of declining accuracy in a key task in an aerospace manufacturing process. The project encountered numerous barriers within the client organization, but the team systematically applied human performance technology methods in multiple stages to gather and analyze the available data. The end result was a set of identified root causes and recommended interventions focused on improving performance. 相似文献
13.
Sharing similar cognitive structures among team members is one key element for the collective to solve problems and work more efficiently (DeChurch & Mesmer‐Magnus, 2010). Research has shown that team cognition is positively associated with team performance in both organizational and educational settings. Team shared cognition constructs are relatively new constructs and have been identified in the literature as team mental models, shared mental models, information sharing, transactive memory systems, cognitive congruence, and group learning. Cannon‐Bowers and Salas (2001) called for better measures of shared cognition to be developed, partially through the integration of shared cognition measures across disciplines. The purpose of this meta‐analysis is to look at these six team cognition constructs in an effort to help identify which measure, if any, results in predicting team performance best. Results indicated that information sharing was statistically significant compared to team mental memory and group learning, and marginally significant compared to transactive memory systems. Additionally, shared mental models and cognitive congruence showed higher associations with performance compared to team mental models, group learning, and transactive memory systems. 相似文献
14.
Community‐ and hospital‐based early intervention team members' attitudes and perceptions of teamwork
Sixty early intervention team members (30 community‐based and 30 hospital‐based) were surveyed regarding their attitudes and perceptions of teamwork. Respondents were recruited using a purposive non‐probability sampling technique and completed a packet of questionnaires consisting of a detailed demographic survey, Attitudes About Teamwork Survey, Team Performance Screening Scale, and Team Process Perception Survey. Although both community‐ and hospital‐based team members had a relatively high regard for the team process and a relatively positive view of the performance of the teams on which they served, community‐based team members had an overall higher regard for teamwork than hospital‐based team members. Community‐based team members also were more likely than hospital‐based team members to provide higher ratings on a number of key variables including support for child/family involvement as team members, the development of goals within the team meetings, and ability to work within a team environment. In comparison, hospital‐based team members rated both the internal support of the team and the extent to which they value their own efforts that contribute to the team higher than community‐based team members. Respondent themes associated with benefits (discipline collaboration), limitations (time), supports (collaboration), and recommendations (time management, communication) regarding the team process are provided. 相似文献
15.
W. R. Klemm 《Community College Journal of Research & Practice》2013,37(5):507-518
For 3years, I have been teaching neuroscience courses by using computer conferencing to complement the traditional lectures. Typically, the conferencing involved local, on‐campus students, although one semester the class was combined from on‐campus and off‐campus students. For most of my 33‐year teaching career, I had used the teaching approach that most professors use, which is what educational theorists call “instructivist.” Critics call that “stand and deliver.” Lecturing is an efficient way to dispense organized information, but it does not ensure learning nor is it very effective in showing students how to learn on their own. Instructivism can be enriched by complementing it with “constructivist” approaches. Constructivists argue that there is a direct relationship between the amount of learning that occurs and the extent to which the environment provides a rich source of engaging experiences in which students construct their own knowledge and understanding. I have found that such an environment is readily provided by computer conferencing. In my teaching of neuroscience, I have used a network software system (FORUM) for small student groups to conduct a variety of constructivist learning activities. Within weekly deadlines, students worked in groups at their own pace and time of convenience. My impression of the advantages of such conferencing for constructivist activities include the promotion of socialization in “cyberspace,” providing an environment for team learning, the reduction of social problems in face‐to‐face instruction, increased teaching and learning efficiency, more comprehensive means for assessing student learning, and improved quality of student work. 相似文献
16.
This paper describes a needs assessment project that implemented two distinctive features to address challenges often faced in the needs assessment process. First, a pre‐assessment planning process was developed that successfully educated clients about the analysis process, generated management commitment, identified and prioritized key performance issues, and established an outcomes‐oriented strategic focus for the assessment. Second, to analyze team performance issues, a theory‐to‐practice process was developed that involved the use of discovery‐oriented inquiry within the project context (an inductive approach) with a deductive approach grounded in existing academic research and theory. The complementary and integrated use of these approaches yielded a more comprehensive understanding of the team performance problems, thorough analysis of those problems, and more focused and refined performance improvement recommendations. 相似文献
17.
Alan Clardy 《Performance Improvement》2013,52(2):5-15
Employees may spend their time on the job behaving in a variety of ways. The purpose of a well‐designed performance management system should be to channel and motivate employees to concentrate their energies on value‐added performance. The extent to which an organization achieves this outcome depends upon the design and structure of its performance management system. The basic framework of any performance management system as presented here involves four levels of operations, policies, and practices: (1) executive leadership; (2) the infrastructure of strategy, measurement and control, and work process; (3) human resource policies and practices in attracting, hiring, developing, and compensating employees; and (4) workplace working conditions shaped and driven by the practices of managers and supervisors and the dynamics of the work group or team. The issues that performance improvement specialists need to consider in analyzing an organization's performance management system are noted. 相似文献
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19.
Tony Cross 《School Leadership & Management》2013,33(2):121-128
Problem‐solving teams (PST) play an important role with regard to organizational performance in restructured schools. The concepts of team‐work and team effectiveness are examined and related to functions of problem‐solving teams. A case study of a successful PST provides a framework for the development of propositions on effective PSTs which may be subject to testing. 相似文献
20.
Gary D. Koppenhaver Charles B. Shrader 《Decision Sciences Journal of Innovative Education》2003,1(1):1-21
The main concern is a longstanding one in classroom instruction—the determinants of effective team performance. The paper explicitly examines the effect of teacher‐controlled factors on the use and functioning of student teams. From a sample of 500 undergraduate students, data are obtained on aptitude, diversity, instability, motivation, personality style, size, and performance. The regression results suggest that team motivation and instability, which are both partly controlled by the instructor, are particularly important in determining a team's performance. An implication is that instructor decisions about team make‐up and incentives can have a significant impact on student achievement. 相似文献