systems, tools, and hpt strategies for adding performance value
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Performance Improvement, vol. 48, no. 7, August 2009©2009 International Society for Performance ImprovementPublished online in Wiley InterScience (www.interscience.wiley.com) • DOI: 10.1002/pfi.20087
ED I TOR ’S NOTES
SYSTEMS, TOOLS, AND HPT STRATEGIES FOR
ADDING PERFORMANCE VALUEHolly Burkett, CPT
IN OUR OPENING FEATURE, Jerry L. Harbour presents a conceptual integrated per-formance management system (IPMS) model as a holistic framework for viewing orga-nizational performance and its associated management. Although achieving a balanced,systematic, and integrated approach to organizational performance is not an easy task,Harbour urges human performance technology (HPT) professionals to analyze organi-zational performance from a multidimensional context to add maximum value as astrategic business partner.
In the spirit of adding organizational value, Roger Chevalier provides an example ofa completed Performance Analysis Worksheet that can be used to systematically and sys-temically define a performance gap as well as set measurable goals for quantity, quality,time, and cost improvements. Based on updated and industry-specific versions ofThomas Gilbert’s behavior engineering model, the job aid works best at the work andworker level and is appropriate for managers and performance consultants alike.
Next, Kathleen Iverson describes a theory-based, conceptual framework for theinstructional writing process that is intended to facilitate motivation, learning, retention,and knowledge transfer in learners. Iverson also offers a series of practices to addressmotivation, metacognition, learning, and memory. The author advocates the use of thesepractices as a way for HPT professionals to engage learners on both emotional and cog-nitive levels.
William J. Liccione contributes an illuminating article about the nature of goal com-mitment. Liccione states that goal commitment depends heavily upon five key character-istics of goals, including their measurability, performance range, consistency with jobresponsibilities, attainability, and concept clarity. Each characteristic’s impact on goalcommitment is explained and integrated into a framework designed to allow organiza-tions to predict employees’ goal commitment. From an HPT perspective, it is importantfor practitioners to understand the dynamics of goal commitment and to recognize thatgoals only impact behavior when employees commit to achieving them.
Frank Nguyen and James Frazee close by detailing a strategic planning process thathigher education organizations can use to ensure that both near- and long-term technol-ogy needs are satisfied. A case study of how this process was used to develop a cohesiveand inclusive technology roadmap at San Diego State University is presented, along withrelated tools and instruments that can be replicated by HPT professionals challengedwith technology planning issues.
INTERNATIONAL SOCIETY FOR PERFORMANCE IMPROVEMENTOFFICERS
Darlene Van Tiem, PresidentJames Pershing, President-electMatt Peters, Past PresidentPaul Cook, DirectorDavid Hartt, DirectorCarol Lynn Judge, DirectorSteven Kelly, DirectorFred Stewart, DirectorApril Syring Davis, Executive Director
PERFORMANCE IMPROVEMENTEDITORIAL GROUPApril Syring Davis, PublisherHolly Burkett, EditorJohn Y. Chen, Publications Manager
INTERNATIONAL MARKETINGKinam Sung, Korea
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