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1.
Yeonsoo Kim Rachele Williams William J. Rothwell Paul Penaloza 《Performance Improvement Quarterly》2014,26(4):93-121
One critical challenge for organizations today is building and sustaining a strong talent pipeline through effective management of human assets. Talent management focuses on developing talent that is strategically important for an organization's future. Research in talent management typically focuses on managerial or leadership talents, yet there are other important career tracks within an organization. Although preparing employees for promotion into management remains critically important, technical expertise such as engineering is often the key competitive advantage in the global knowledge economy. Research has repeatedly emphasized that technical workers look for different things. But most of the studies concerning technical talent management focus on the management of technical professionals and experts in isolation. This study was undertaken to address unique problems in attracting, developing, retaining, and transferring the knowledge of engineers, whose abilities are critical in a knowledge or innovation economy. Through in‐depth interviews with selected best practice companies on how they operate their technical talent management system and programs, the study examined shared characteristics of selected organizations with programs geared to engineers. The results are summarized in a systematic model that describes common elements of effective technical talent management programs. 相似文献
2.
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
3.
Tyrone A. Holmes 《Performance Improvement》2016,55(6):32-38
Diversity programs are common in the American workplace. Most organizations, either formally or informally, have facilitated diversity interventions designed to educate employees about cultural differences, to recruit a diverse workforce, to enhance career opportunities, or to improve cross‐cultural interactions. Unfortunately, many of these programs have failed to deliver the desired results. One reason for this lack of success is the failure to connect diversity programs to organizational performance systems. This article offers a five‐step process to use in systematically developing performance‐focused diversity interventions and evaluating their impact on individual and organizational success. 相似文献
4.
Ingrid Guerra Mariano Bernrdez Michael Jones Suhail Zidan 《Performance Improvement Quarterly》2005,18(3):76-99
ABSTRACT This case study illustrates the application of Mega—adding measurable value for all stakeholders including society—as the central and ultimate focus for needs assessment. In this case, two needs assessment studies were conducted within a five‐year period (1999–2003) with the State of Ohio's Workforce Development (WD) program. An initial needs assessment based on Mega outcomes—high quality of life for Ohio taxpayers and public employees though the services they provide—was conducted in 1999, identifying shared strategic goals to focus management‐labor partnership initiatives. A Mega‐centered data collection matrix was used as the basis for discussions with stakeholders in order to determine the key areas of Ohio's Workforce Development to be included in the study. In 2003, a follow‐up needs assessment based on the same data collection matrix was designed to determine the improvements made since that time, the areas with the most critical performance gaps, demographic changes, and future trends affecting Workforce Development beneficiaries and stakeholders. 相似文献
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Catherine M. Sleezer 《Performance Improvement Quarterly》1996,9(2):25-41
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. 相似文献
7.
Larry Napoleon Debra Freedman Koushik Seetharaman Priya Sharma 《Journal of Food Science Education》2006,5(2):19-23
ABSTRACT: This article describes the outcomes of a needs assessment concerning current training needs and performance targets for non-degreed employees in the food industry. Focus groups were used to gather data from 5 food-processing companies: a fresh vegetable company, a canned vegetable company, 2 snack food companies, and a meat company. Focus group participants consisted of 1 senior-level manager each from human resource, production, quality assurance, purchasing, and product development departments within each company. The needs assessment identified 4 major themes that employers indicated as beneficial knowledge and skills for employees to possess: safety training, knowledge of food and production systems, learning and applying mathematical skills, and professional conduct. The authors anticipate that the knowledge of industry needs, with respect to the desired incoming workforce competencies and knowledge, will facilitate the development of integrated curriculum modules for secondary career and technical education programs (high school grades). These integrated curriculum modules will address the growing needs of the food industry and facilitate the development of employment skills required to function and prosper in the new global economy. 相似文献
8.
Jackie L. Jankovich Hartman Brenda K. Ogden Gary D. Geroy 《Performance Improvement Quarterly》2001,14(1):11-25
The virtual organization is one result of the rapid advances of technology. These advances, however, bring about setbacks when communicating electronically—primarily a loss of face‐to‐face interaction. Yet interpersonal skills are still deemed one of the most desirable communication skills in today's workplace. A gap analysis of the traditional versus the virtual office reveals that voids exist when communicating solely electronically. Electronic communication training is essential in order to eliminate these voids and lessen the chance for unclear messages, enhance “faceless” interactions, and avoid communication overload. Therefore, it is incumbent upon educators and trainers to augment development programs with electronic communication training in order for employees to be prepared for the challenges of the virtual office. 相似文献
9.
Daniel J. McLinden 《Performance Improvement Quarterly》1995,8(3):3-18
Interventions–most notably, training–designed to improve human performance are coming under increasing scrutiny as executive management demands to know how and to what extent the investment in these interventions adds value to the organization. Often, management's demands are translated into assessment efforts involving experimental methods intended to “prove” that economic improvements can be directly and unequivocally attributed to training. Although this approach to demonstrating impact can be very effective, it is not applicable across a broad range of programs or organizations. Demonstrating value for diverse programs requires a wide range of impact assessment methods. This paper presents a framework for impact assessment that, although encompassing experimental methods, is focused on alternative ways of demonstrating value. Specifically discussed are the need to link program components in the evaluation strategy and to utilize various levels of evidence in drawing conclusions. In addition, the possibility of increasing the number of erroneous conclusions when programs are held to the highest standard of proof is discussed. Finally, chaos theory is suggested as a metaphor for understanding the complexity of the relationships between interventions and effects and as a rationale for an expanded approach to demonstrating value. 相似文献
10.
Joel O. Bocanegra Aaron A. Gubi Gregory L. Callan Emery Clayson 《Psychology in the schools》2019,56(8):1287-1300
School psychology is experiencing a shortages crisis. Within this two‐part study, the Social Cognitive Career Theory was used to examine the impact of video interventions on students' choice and application to school psychology programs. A sub‐sample of participants were followed across 4 years. Findings suggest that, when measured immediately before and after, a short video intervention had a significant impact on participants' perceived knowledge and intentions to apply to a school psychology training program. However, when measured across several years, the video was not found to have a significant impact on actual application to a school psychology training program. Nevertheless, exposure to school psychology from multiple sources was still found to be the best predictor of actually applying to a school psychology program. Study results highlight the importance of concerted efforts throughout the career development pipeline to expose students to the profession of school psychology. 相似文献
11.
Karen Medsker Patty Hunter Don Stepich Gordon Rowland Kanchan Basnet 《Performance Improvement Quarterly》1995,8(4):6-21
The purpose of this research was to determine to what extent human performance technology (HPT) is being taught in academic programs that traditionally emphasized training—programs such as instructional systems, training and development, human resource development, and adult learning. A written survey was used to collect data from 82 academic programs. Results indicate that while training (and the related areas of needs assessment and evaluation) continues to dominate curricula at these institutions, non-training performance improvement strategies (and the broader performance analysis that leads to their selection) are frequently taught as well. No correlations were found between the extent of teaching HPT topics and the variables of program size, program type, location, degrees offered, or faculty membership in NSPI (now called the International Society for Performance Improvement). Future research could investigate the driving and restraining forces that determine HPT's impact on the curriculum and the effects that current curricula have on program graduates. 相似文献
12.
William F. Roth 《Performance Improvement》2014,53(8):24-29
Evaluation and reward processes, more so than communication, access to information, problem solving, work design, and training shape an organization's culture and employee's attitudes. The three most popular evaluation systems—MBO, BARS, and the 360 degree—encourage competition and even conflict by emphasizing individual performance. This emphasis is made stronger when the bell‐shaped density curve is used to categorize employees so that the weakest can be terminated. The evaluation and reward process should, instead, encourage cooperation. 相似文献
13.
Performance improvement interventions, including training, are investments that can yield identifiable payoffs for an organization in the form of better job performance. Evaluation is vital to continuous improvement of human performance in the workplace. Without measures of effectiveness, organizations do not know whether dollars are being spent wisely and, consequently, whether to continue, modify, or improve performance interventions. There are several approaches for the evaluation of training programs. Few adequately cover the broader perspective of performance improvement. Various schemes and terms are used to describe facets for evaluating training programs. However, sometimes different terms describe the same event. At other times, quite different training evaluation activities are discussed by different authors using the same terms. The present article reviews six overall evaluation perspectives of corporate training programs: Kirkpatrick's four‐level approach; the CIRO approach; Hamblin's five‐level approach; Florida State University approach; Indiana University approach; and Phillips' five‐level approach. And four research areas for further study are recommended: overall evaluation models, causal relationships between evaluation categories, systematic research on how to evaluate the various categories, and appropriate uses of the results of evaluations. 相似文献
14.
Multiple Choices,Multiple Chances: Fostering Re-entry Pathways for First Generation College Students
Amy E. Ryken 《Community College Journal of Research & Practice》2013,37(8):593-607
Student or program deficiencies are the classic explanation for student departure from community college partners of career technical education programs. However, a complex set of factors impact college attendance, persistence, and departure decision-making. Participants' experiences both within and outside program structures can reshape long-term goals. Based on a 7-year study of a population of 256 students, this article examines detailed case studies of 2 students' experiences leaving and reentering community college. It reveals how one program supported multiple exit and entry points. Interconnected educational and career pathways were made visible with the creation of a visual model that situated program experiences in a broader educational and career pathway. Additionally, both the use of creative solutions and adherence to rigid program parameters impacted students' career and educational trajectories. For more effective results, programs should support parallel career planning and encourage participants to question program structures in relation to their needs. 相似文献
15.
《Performance Improvement》2017,56(3):34-44
The Indiana University Instructional Systems Technology statement of purpose is, “We improve human learning and performance in diverse contexts.” Our focus on learning and performance improvement includes K‐12 schools, higher education, business, industry, the government, military, and non‐profit organizations. This article gives an overview of the IST's background and history, key program elements (academic degree programs and leadership development programs), faculty's research and development activities, diverse students demographics and esteemed alumni (academics and practitioners), and future directions. We have led the instructional technology field through our commitment to remain a quality and forward‐thinking program. 相似文献
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Carol Sue Englert 《Learning disabilities research & practice》2009,24(2):104-120
This article follows the development of three literacy programs that were designed by researchers at Michigan State University to support struggling readers and writers. The literacy interventions focus on strategy instruction in both writing and reading, and they culminate in the development of an integrated reading‐writing program to support the acquisition of read‐to‐learn and write‐to‐learn strategies in the content areas. The common thread that unifies the programs is an emphasis on text structure instruction with the provision of instructional scaffolds to support students' participation in a literacy discourse and strategies in advance of independent performance. 相似文献
18.
Martin Smith 《Performance Improvement Quarterly》1993,6(1):26-42
This article describes seven evaluation studies over the five–year history of an executive development process. The message is two–fold. First, executive development can be evaluated despite measurement difficulties. Second, evaluation should be part of the strategy for managing executive development. The seven evaluation studies included: (1) interviews with participating managers to investigate the use of development plans; (2) analysis of counseling contact records to quantify the kinds of development support requested by participants; (3) comparison of the training activity of participants to national surveys for the same period; (4) experimental comparison of the developmental practices of participants versus a peer group of nonparticipating managers; (5) analyses of annual performance ratings and career recommendations for participating versus nonparticipating managers; (6) comparison of needs assessment data gathered five years after inauguration of the development process with the original needs study; and (7) use of an employee opinion survey to examine the relationship of an executive's development to the developmental practices among employees managed by that executive. The management and evaluation of executive development are both discussed. 相似文献
19.
Laura Putsche Debbie Storrs Alicia E. Lewis Jennifer Haylett 《Cambridge Journal of Education》2008,38(4):513-528
The Women's Center at a university in the United States implemented a mentoring program based on feminist and networking models to improve the educational climate for female undergraduate students. Due to a lack of literature detailing how to develop such a program, an interdisciplinary team of researchers collaborated with the Women's Center to address program development and implementation, including how to institutionalize the program, effective recruitment and retention strategies, how to facilitate formation of mentor relationships and strategies for maintaining those relationships, appropriate interventions and monitoring, and how to ensure that the program met mentees' needs. Among the findings are that success depends on a full‐time and dedicated coordinator, appropriate matching of mentors and mentees, and emphasis during training on continuing communication between mentors and mentees to reassess mentee needs. 相似文献
20.
This study examined the engagement theory of program quality ( Haworth & Conrad, 1997 ), which highlights positive student learning outcomes that result from stakeholder involvement in program evaluation within master's‐level graduate programs. A total of 481 master's‐level counseling students and 63 faculty members, representing 68 Council for Accreditation of Counseling and Related Educational Programs (CACREP)–accredited counselor education programs, participated in the study. Findings reveal that engagement theory is a potentially useful quality assessment resource for CACREP‐accredited programs in their efforts at enhancing and sustaining program quality. 相似文献