Value, value where is the value?

Kaufman, Roger

doi:10.1002/pfi.4930420214

Cited by 8 publications

(5 citation statements)

References 7 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In addition, the use of the BAF model may lead to a systemic process for delivering feedback to performers, as the feedback received allows for performers to apply what is known and not just what they know (Kaufman, ). Ultimately, because experts do not always know how to do things and providing training to performers improves performance only one‐third of the time (Kaufman, ), using the BAF model may support the opportunity for strategy‐driven performance improvement efforts at the individual, organizational, and societal levels.…”

Section: Discussionmentioning

confidence: 99%

Promoting a Holistic Approach to Delivering Performance Feedback: Introducing the Behavioral Analysis Feedback Model

Ross

Stefaniak²

2019

Perf. Improv.

View full text Add to dashboard Cite

Several feedback models have been developed to serve as a framework for how feedback should be structured but do not provide specifics for delivering feedback. To invoke permanent change in performance, feedback models should address individual and environmental factors known to influence behavior. This article outlines a comprehensive model to provide feedback utilizing environmental and individual factors that influence performance. The behavioral‐analysis feedback model promotes reciprocal discourse between performer and supervisor utilizing a four‐step sequence. It is designed to deliver delayed feedback in a formalized format. This model allows supervisors to provide comprehensive feedback that also addresses any discrepancies between organizational infrastructure and worker performance.

show abstract

Section: Discussionmentioning

confidence: 99%

Promoting a Holistic Approach to Delivering Performance Feedback: Introducing the Behavioral Analysis Feedback Model

Ross

Stefaniak²

2019

Perf. Improv.

View full text Add to dashboard Cite

show abstract

“…Any factor that may contribute to exemplary performance is a major concern in the fi eld of performance improvement (PI). Th e concept of an interesting job is not directly stated as one of the factors aff ecting performance in most PI models (e.g., Atkinson & Chalmers, 1999 ;Gilbert, 2007 ;Harless, 1988 ;Kaufman, 2003Kaufman, , 2011Mager, 1992 ;Rossett, 1992 ;Rummler & Brache, 2012 ;Spitzer, 1991 ;Stock, 1996 ;Van Tiem, Moseley & Dessinger, 2012 ;Whiteside, 1998 ). However, terms that are closely related to the idea are frequently used.…”

Section: The Concept Of An Interesting Job: What Does It Stem From?mentioning

confidence: 99%

Is It An Interesting Job, And Will I Persist, Perform, And Be More Content? A Quasi-Experimental Investigation

Toker¹

2017

Perf Improvement Qrtly

View full text Add to dashboard Cite

The influence of interest on job completion time, ordinary and worthy job performance, and job satisfaction is investigated following the provision of job‐related prior knowledge. This quasiexperimental posttest research compared studies of low‐ and high‐value jobs. In Study 1, participants (n = 75) completed a dressing job (low value). In Study 2, participants (n = 71) completed a computer job (high value). Interest in the low‐value job was found to trigger significant job performance and job satisfaction, but no significant impact was noted on job completion time. However, worthy job performance (in which performance is evaluated by total cost spent to acquire desired output) of the lowvalue job was nonsignificant and inverse to job performance. Interest in the highvalue job was seen to significantly affect job completion time and job satisfaction, but not job performance. In contrast to Study 1, worthy job performance was consistent with job performance and seen as significant. The results are discussed, and further research studies are recommended.

show abstract

“…Training professionals are increasingly being asked to prove the value they add to the organization (Wick & Pollock, 2004;Kaufman, 2003;Phillips, 1995;Phillips & Phillips, 2002;Swanson, 1998). Many managers still see training as a non-strategic function, with the perception that it costs more than it returns (Smith, 1996;Swanson, 1998).…”

mentioning

confidence: 99%

“…Many managers still see training as a non-strategic function, with the perception that it costs more than it returns (Smith, 1996;Swanson, 1998). In order to quell this perception, training evaluation must provide organizational decision-makers with the information they need to decide whether training is providing value (Bowsher, 1998;Kaufman, 2003).…”

mentioning

confidence: 99%

Preferences of Training Performance Measurement: A Comparative Study of Training Professionals and Non-training Managers

Chapman

2008

Performance Improvement Quarterly

View full text Add to dashboard Cite

This survey‐based study addressed a perceived gap between training performance evaluation practice and decision‐making criteria required in business. Training professionals and non‐training managers in North Carolina were surveyed. The study found that the groups differ in the performance measures that motivate them to act on training issues. Non‐training managers preferred measurements of productivity, organizational climate, product quality, cost, and customer service reports. Training professionals preferred measures of opinions of the trainee's supervisor, end‐of‐training exam scores, progress/work performance reports, and opinions of the trainee. The study concluded that (1) training professionals and non‐training managers react to different training performance measures; (2) training professionals are more likely to react to job/individual‐level performance measures; (3) non‐training managers are more likely to rely on organizational‐level measures; (4) non‐training managers are not primarily concerned with converting training benefits to dollar figures; (5) on‐the‐job tests and customer service reports are valued by both the training profession and business and industry; and (6) the low response suggests a potential lack of interest for the strategic position of the training function.

show abstract

Value, value where is the value?

Cited by 8 publications

References 7 publications

Promoting a Holistic Approach to Delivering Performance Feedback: Introducing the Behavioral Analysis Feedback Model

Promoting a Holistic Approach to Delivering Performance Feedback: Introducing the Behavioral Analysis Feedback Model

Is It An Interesting Job, And Will I Persist, Perform, And Be More Content? A Quasi-Experimental Investigation

Preferences of Training Performance Measurement: A Comparative Study of Training Professionals and Non-training Managers

Contact Info

Product

Resources

About