Alternate models of needs assessment: Selecting the right one for your organization

Leigh, Doug; Watkins, Ryan; Platt, William A.; Kaufman, Roger

doi:10.1002/1532-1096(200021)11:1<87::aid-hrdq7>3.0.co;2-a

Cited by 36 publications

(12 citation statements)

References 5 publications

(8 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In line with literature, overall our data shows the emergence of an association between all the occupational stress factors and individual and organizational symptoms of occupational ill-health in hospitals. Leigh et al (2000) stressed the importance of assessing and analyzing the foundation of interventions by identifying the kinds of HRD specific to the organization. Our findings also suggest that interventions aimed at targeting mindfulness processes may also have a more general effect, including quality of life, in line with the broader ACT literature (Longmore and Worrell, 2007).…”

Section: Discussion and Limitationsmentioning

confidence: 99%

Psychological Flexibility and Mindfulness as Predictors of Individual Outcomes in Hospital Health Workers

et al. 2019

View full text Add to dashboard Cite

Research in organizational psychology emphasizes the idea that wellbeing and productivity outcomes are influenced both by individual differences (traits, values) and work environment characteristics (relationships, climate). Evidence on the effectiveness of psychological interventions for stress is currently unclear. To date, research on psychological flexibility in workplaces has not been systematically conducted in Italy. We investigated its relevance in the context of the Italian health care system. In this study, the relationship between sources of stress at work and its outcomes in terms of psychological and physical health are explored. Furthermore, the moderating effect of psychological flexibility and mindfulness on psychological and physical health are investigated. Four hundred and eleven health workers from a Sicilian hospital, with different job positions were recruited, of which 42.7% were males ( N = 169) and 57.3% were females ( N = 227). Their ages ranged between 25 and 72 years ( M = 49.16; SD = 8.65). Participants answered a questionnaire that assessed psychological flexibility, mindfulness, sources of stress at work and health benefits. In a bivariate analysis, managerial factors (MF), relationships, and intrinsic factors are partially negatively related to psychological and physical health; whereas, multivariate analyses show that psychological flexibility does not moderate the relationship between psychological and physical health. Instead, mindfulness is strongly and consistently correlated to psychological and physical health. Employees who show psychological flexibility, are more likely to show greater openness to the acceptance of setbacks in the working environment and to carry on their valued living and working path. This seems to correlate positively on individual wellbeing. Data show that a flexible and mindful attitude toward difficult psychological events aids responsiveness to changes and the ability to work more effectively.

show abstract

Section: Discussion and Limitationsmentioning

confidence: 99%

Psychological Flexibility and Mindfulness as Predictors of Individual Outcomes in Hospital Health Workers

et al. 2019

View full text Add to dashboard Cite

show abstract

“…The framework guiding this study is a needs assessment (Boyle, 1981;Kaufman & English, 1979;Kaufman & Guerra-Lopez, 2013;Kaufman et al, 1993;Leigh et al, 2000;Witkin & Altschuld, 1995). A need is commonly described as the difference or gap between "what is" and "what should be" (Witkin & Altschuld, 1995, p. 9).…”

Section: Theoretical and Conceptual Frameworkmentioning

confidence: 99%

“…Needs assessment is a common starting point for organizations to make data-informed decisions to prioritize problems and identify unmet needs (Leigh et al, 2000). A comprehensive needs assessment is conceptualized as a three-phase process (a) pre-assessment, (b) assessment, and (c) post-assessment (Witkin & Altschuld, 1995).…”

Section: Theoretical and Conceptual Frameworkmentioning

confidence: 99%

Responding in a time of crisis: Assessing extension efforts during COVID-19

Narine

Meier

2020

Adv Ag Dev

View full text Add to dashboard Cite

Extension was forced to rapidly adjust its efforts and program delivery methods to respond to clientele needs during the COVID-19 pandemic of 2020. The pandemic presents a range of unique challenges to Extension including revisions to resource allocations and shifts in programmatic focus. Guided by a needs assessment framework, this paper assesses the rapid response of Utah State University (USU) Extension to meet residents needs during COVID-19. This correlational study gathered data from 199 Extension professionals (n = 199) at USU Extension. Findings show Extension professionals had good capacity to implement outreach activities related to online education, engaging residents, and external partnerships. Further, Extension took rapid actions in several areas in response to COVID-19, including providing online learning activities for youth, and conducting online classes in place of traditional face-to-face classes. Findings show professionals’ outreach capacity was positively related to the total number of actions taken in response to COVID-19. Extension professionals addressed COVID-19 topics such as telehealth, temporary homeschooling kids, and stress management. This study demonstrates the adaptability of Extension to an unpredictable event and provides a framework to assess response. Findings are geared towards effective resource allocation to support Extension’s role in meeting residents’ needs during COVID-19.

show abstract

“…There are different TNA models available in the literature (McGehee and Thayer, 1961; Pecora, 1989; Rummler and Brache, 1995; Leigh et al , 2000). McGehee and Thayer (1961) have suggested three levels of TNA – organization analysis, task analysis, and person analysis.…”

Section: Tna: Basic Modelsmentioning

confidence: 99%

Training needs analysis for bus depot managers at GSRTC

Shah

Gopal²

2012

European Journal of Training and Development

View full text Add to dashboard Cite

PurposeWith rapid industrialization and population growth in the urban and rural areas in India, the demand for public transport has risen sharply. In the fast changing scenario in the public transit sector, the role of a bus depot manager (DM) has also undergone substantial transformation. This paper aims to identify and gauge the organizational and individual training needs of DMs, necessary to design and delivery of effective training.Design/methodology/approachPrimary data were collected by visiting three bus depots, nine in‐depth interviews with the top management team, 15 in‐depth interviews with DMs, performance data of 15 DMs and a survey of 114 DMs, using open ended questions. After primary analysis a ranking order instrument was designed and administered to 114 DMs.FindingsThe results explored current and future training requirements for the role of bus DMs based on their preference and priority. Seven differentiating competencies and ten priority training areas were identified using “priority index”. Further suggestions have been made for enhancing training effectiveness.Practical implicationsThe paper provides practical insights into how to conduct training needs analysis for bus DMs using differentiating competencies and priority index. Training managers may use such tools to identify training gaps in different roles while designing effective training strategies. It provides insights into the role of bus DMs, current and future role requirements, seven differentiating competencies and training gaps in the role of a DM.Research limitations/implicationsThe findings are presented based on one single role in one organization only, i.e. DMs of Gujarat State Road Transport Corporation (GSRTC). Replication studies should examine different roles across different functions.Originality/valueThis paper investigates how to identify training needs for depot managers using differentiating competencies and priority index. It provides inferences on how to align business objectives, individual performance and training needs. The tools used are ready‐to‐use and replicable for different roles in medium and large MNCs.

show abstract

Alternate models of needs assessment: Selecting the right one for your organization

Cited by 36 publications

References 5 publications

Psychological Flexibility and Mindfulness as Predictors of Individual Outcomes in Hospital Health Workers

Psychological Flexibility and Mindfulness as Predictors of Individual Outcomes in Hospital Health Workers

Responding in a time of crisis: Assessing extension efforts during COVID-19

Training needs analysis for bus depot managers at GSRTC

Contact Info

Product

Resources

About