Defines human performance technology (HPT) as systems thinking applied to human resource activities, chronicles the emergence of HPT and the development of the HPT process model, and considers its use to define and implement high-performance work systems in information age organizations. (Author/LRW)

Considers how human performance technology (HPT) can achieve greater recognition in the mainstream business world by developing interventions that are framed in terms of enhancing the overall valuation of the organization's intangible assets. Discusses a consulting model that can be used with clients and stakeholders to identify barriers to…

Suggests that the scope of return on investment (ROI) for organizations includes measurable indicators of both the internal and external value added by the organization rather than just short-term profit and customer satisfaction. Topics include demonstrating progression toward required performance; and justifying problems to be solved in terms of…

Discussion of human performance technology (HPT) emphasizes the key variable, which is the human variable. Highlights include the Ishikawa Diagram; human performance as one variable of process performance; collaborating with other improvement approaches; value propositions; and benefits to stakeholders, including real return on investments. (LRW)

Discusses quality improvement (QI) and how it can help human performance improvement (HPI). Compares QI and HPI and discusses focusing on products and services; focusing on the customer; using data more effectively; continuous improvement; benchmarking; establishing standards; specialization; and involving the clients. (LRW)

Outlines three phases of performance improvement: performance analysis, needs assessment, and support intervention. Provides an example of an application of performance technology through these phases to an electronics company's performance problem. (SK)

Discussion of human performance technology encourages practitioners to base their discussion and practice on sound theoretical constructs, scientifically derived evidence, and well-documented professional precedent. Introduces examples of commonly held beliefs that are not scientifically well-founded. (Contains 57 references.) (LRW)

Discusses the role of human performance technology in improving performance in organizations; explains the criteria used for designing an international training program of instructional and performance technology; and addresses steps necessary to move an organization towards a continuous learning organization. Examines the role of human resource…

Assess three alternative approaches to interdepartmental integration: the interaction view; the collaboration view; and the combination view, which integrates interaction and collaboration. Presents results of a survey of functional managers that show interaction and collaboration positively associated with performance improvement and suggests…

Examines a sample of the frameworks used to model human performance in organizations with respect to change orientation, theoretical basis, organizational results level, unit of analysis, and performance analysis. Contrasts organizational system and performance system frameworks with systematic process models of performance improvement. (Contains…

Explains how Hewlett-Packard creates supply chain management innovations and effectively diffuses new technologies. Outlines how performance technologists help accelerate the diffusion and adoption of innovations by modifying innovations, define the client adoption path, create resources to lead clients through adoption, and improve the diffusion…

Examines the relationship between environmental design, communication, and organizational culture to provide performance improvement practitioners with an analytical tool that helps determine appropriate interventions. Provides a case study to illustrate how three levels of organizational culture can be used for environmental analysis, performance…

Discussion of the human performance technology process focuses on interacting with clients. Describes a seven-step process that includes assessment; a performance consulting guide that explains the leadership process used in interacting with clients; and how to ask the right questions in the right order. (LRW)

Describes managerial failures and suggests performance management as a way to address the performance improvement process. Explains how performance management allows organizations to address performance failures that prevent the achievement of business results and is used to develop and improve the organization's human and material resources. (LRW)

Examines instructional systems design in light of training and performance technology. Topics include the nature of design; categories of stakeholders; three levels of instructional systems design, including Curriculum Architecture Design, instructional process design, and user interface/instructional activity design; and design goals. (LRW)