Descriptor
| Measurement Techniques | 4 |
| Organizational Development | 4 |
| Performance Technology | 4 |
| Performance Factors | 2 |
| Administration | 1 |
| Alternative Assessment | 1 |
| Business | 1 |
| Communication (Thought… | 1 |
| Compensation (Remuneration) | 1 |
| Evaluation Criteria | 1 |
| Evaluation Methods | 1 |
| More ▼ | |
Source
| Performance Improvement | 4 |
Publication Type
| Journal Articles | 4 |
| Reports - Descriptive | 4 |
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Peer reviewedSwinney, John – Performance Improvement, 2003
Describes two experiences that illustrate the value of the International Society for Performance Improvement (ISPI). Highlights include measuring organizational results; identifying opportunities to improve performance; training as part of the solution; the role of ISD (instructional systems design); HPT (human performance technology) issues; and…
Descriptors: International Organizations, Measurement Techniques, Organizational Development, Performance Technology
Peer reviewedFarrington, Jeanne – Performance Improvement, 2001
Discusses how human performance technology can help new Internet companies. Highlights include major business goals; using a systems approach to look for gaps in the organization itself, personnel, behavior, performance, feedback, communication, and internal inefficiencies; compensation structures; recruiting; training; rewarding performance; and…
Descriptors: Communication (Thought Transfer), Compensation (Remuneration), Feedback, Internet
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 reviewedTesoro, Ferdinand; Tootson, Jack – Performance Improvement, 2001
The systematic four-step process introduced in this article lays the basic groundwork in helping an organization link all its programs and initiatives to its strategic goals. Discusses the definition and purpose of performance measurement; elements of a global performance system; and building a global performance measurement system. (AEF)
Descriptors: Administration, Business, Information Systems, Measurement Techniques
