Descriptor
Source
| Performance Improvement | 8 |
Author
| Barksdale, Susan B. | 1 |
| Brown, Paul L. | 1 |
| Buchen, Irving H. | 1 |
| Lund, Teri B. | 1 |
| Maurice, Jean Gabriel | 1 |
| Mourier, Pierre | 1 |
| Robertson, Raymond | 1 |
| Ross, Linda | 1 |
| Rossett, Allison | 1 |
| Stolovitch, Harold D. | 1 |
Publication Type
| Journal Articles | 8 |
| Reports - Descriptive | 5 |
| Reports - Research | 2 |
| Reports - Evaluative | 1 |
Education Level
Audience
Location
Laws, Policies, & Programs
Assessments and Surveys
What Works Clearinghouse Rating
Peer reviewedRossett, Allison – Performance Improvement, 1997
Reasons for frustrations surrounding needs assessment in organizations are examined. Action strategies are paired with three of the root causes of obstacles to effective assessment: (1) flawed needs assessments; (2) no organizational support; and (3) inadequate expertise assigned to the effort. A sidebar presents four possible causes linked to…
Descriptors: Evaluation Methods, Improvement, Needs Assessment, Organizational Development
Peer reviewedBrown, Paul L. – Performance Improvement, 2000
Illustrates five criteria that can be used to identify the "best" managers in any organization: business results, employee attitudes, peer confirmation, upper-level manager appraisal, and customer satisfaction. Examines what top-performing managers say and do, and concludes that their thinking processes and their specific sets of skills…
Descriptors: Administration, Administrator Characteristics, Evaluation Criteria, Evaluation Methods
Peer reviewedMourier, Pierre – Performance Improvement, 1999
Presents an evaluation/development method for achieving customer-driven improvement in organizations. Describes the steps to external and internal "mirror analysis," a process for determining if the organization functions as a mirror of customers' needs and expectations. Twelve figures illustrate factors in the process. (AEF)
Descriptors: Evaluation Criteria, Evaluation Methods, Improvement Programs, Organizational Development
Peer reviewedBarksdale, Susan B.; Lund, Teri B. – Performance Improvement, 1998
Presents results of research focusing on identifying "certification best practices" to provide a framework for business managers and certification practitioners. Describes a 10-step process for evaluating certification programs that takes into consideration four perspectives: audience, learning, business, and financial. (AEF)
Descriptors: Certification, Evaluation Criteria, Evaluation Methods, Organizational Development
Peer reviewedStolovitch, Harold D.; Maurice, Jean Gabriel – Performance Improvement, 1998
Examines the role of training for improving the performance of people in ways that both they and their organizations value, focusing on what the true worth of training is and can be. Proposes a model for calculating return-on-investment (ROI) in training. Presents a case study of its application within an operational context at a bank. (Contains…
Descriptors: Case Studies, Cost Effectiveness, Evaluation Methods, Human Resources
Peer reviewedRoss, Linda – Performance Improvement, 2003
Recent work with automotive e-commerce clients led to the development of a performance analysis methodology called the Seven Performance Drivers, including: standards, incentives, capacity, knowledge and skill, measurement, feedback, and analysis. This methodology has been highly effective in introducing and implementing performance improvement.…
Descriptors: Alternative Assessment, Evaluation Criteria, Evaluation Methods, Improvement Programs
Peer reviewedBuchen, Irving H. – Performance Improvement, 2003
There are a number of problems posed by employee evaluation, and professional development often suffers from similar issues. Suppose employee evaluation and professional development were intertwined in a collaborative and evolving relationship, and both components were brought to bear on linking individual and company goals. The answer is the…
Descriptors: Cooperative Programs, Corporations, Evaluation Methods, Improvement Programs
Peer reviewedRobertson, Raymond – Performance Improvement, 1999
Examines the integration of a systematic in-house certification framework and outlines an evaluation model to validate and justify certification as a performance management tool of value to organizations and individuals. Discusses the six elements of effective competency certification programs: competency analysis; training for certification;…
Descriptors: Certification, Evaluation Methods, Management Systems, Organizational Development
