Commentary. Performance improvement based on results: Is our field interested in adding value?

Guerra, Ingrid

doi:10.1002/pfi.4140400104

Cited by 10 publications

(12 citation statements)

References 10 publications

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“…2. Though both the American Society for Training and Development and the International Society for Performance Improvement have encouraged a shift from training to performance, the data suggest that this shift may be verbal rather than actual (Guerra, 2001). …”

mentioning

confidence: 87%

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A perspective adjustment to add value to external clients, including society

Kaufman

Guerra

2002

Human Resource Dev Quarterly

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mentioning

confidence: 87%

“…Recent research indicates that, by and large, performance improvement practices focus primarily on methods and means, and to a much lesser degree on results, let alone social results, on which they rarely focus (Guerra, 2001). If we don't add societal value along with client satisfaction, we will be replaced by others who will.…”

mentioning

confidence: 97%

A perspective adjustment to add value to external clients, including society

Kaufman

Guerra

2002

Human Resource Dev Quarterly

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“…Guerra () studied the theoretical nature of the field via a content analysis of the practitioner journal PIJ between January 1998 and June 1999. Of those articles included for review, only 21% were scientifically based, while 79% were craft‐based, meaning that the selection and design of solutions did not result from systematic analysis of a problem or sound research.…”

Section: Literature Reviewmentioning

confidence: 99%

Intervention Selection: An Examination of Evidence and Changes in Belief During the Decision-Making Process

Leigh¹

2015

Perf Improvement Qrtly

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This study examines what sources of evidence are used in intervention selection and what changes in belief occur when performance improvement professionals make these decisions. Sixty‐one certified performance technologists completed a dynamic, web‐delivered questionnaire in which they provided a general assessment of intervention success (Pr1), then responded to 12 performance improvement scenarios by selecting an intervention, providing a prior probability, receiving additional evidence, giving a posterior probability (Pr3), indicating whether the initial intervention was still preferred, and making a subsequent choice if not. Findings bolster the long‐standing concern about the technical nature of performance improvement, and practitioners are strongly encouraged to approach intervention selection as a decision, where their intervention preferences and beliefs of likely success are carefully adjudicated on the basis of the evidence they obtain. Future research with other types of performance improvement practitioners, replication studies, longitudinal, structural equation modeling, externally verifiable probabilities, and natural environments are recommended.

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“…Some of the tools in our current arsenal, such as problem analysis, training needs assessment, task analysis, and the famous ADDIE model of analysis—design, development, and evaluation (Guerra, )—often encourage us to assume that the problem at hand is what we should resolve and not just a symptom of an underlying or larger problem.…”

Section: Laying the Proper Foundation For Defining And Delivering Sucmentioning

confidence: 99%

An Ounce of Good Assessment is Worth a Pound of Analysis and a Ton of Cure

Kaufman¹

2014

Perf. Improv.

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While it is conventional and comfortable to start professional performance improvement with analysis, doing so might make us wrong about 80% to 90% of the time. Analysis and cure, using Harless's (1975) immortal insight, are vital, but starting there is problematic. First do an assessment to justify where the organization is headed (and why go there) and then analysis and cure will be powerful.SHIFT HAPPENS, and with that change also happens. In spite of these realities, many people want to do things in the old and conventional ways that are often not responsive to the new realities. However, if we are willing to be responsive and responsible, success is increasingly within our reach.How do we do this? We change how we go about improving the performance of individuals and organizations in terms of how they make a measurable contribution to our shared world. Let us see what shifts are happening and how we can sensibly and practically define and achieve success.

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Commentary. Performance improvement based on results: Is our field interested in adding value?

Cited by 10 publications

References 10 publications

A perspective adjustment to add value to external clients, including society

A perspective adjustment to add value to external clients, including society

Intervention Selection: An Examination of Evidence and Changes in Belief During the Decision-Making Process

An Ounce of Good Assessment is Worth a Pound of Analysis and a Ton of Cure

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