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Chapter 3  Click on the diamonds to expand the chapter.  There are multiple levels.

Descriptions and examples of non-instructional interventions and concepts - additional information can be found in my notebooks & texts from IPT-529 Needs Assessment
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Organizational Analysis 
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References (click diamond for more detail)
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Dean, P. J. (1999). Designing better organizations with human performance technology and organization development. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 321 334).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.

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Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2000). Fundamentals of performance technology. Washington D. C.: International Society for Performance Improvement.  pp 99 - 106.

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Schematic of organization as a system

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Organizational Analysis Job aid - from Schwiebert Group, Inc.

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Online resource - http://web.mit.edu/hr/oed/learn/

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Organizational Performance material from The Performance Consultant's Fieldbook by Judith Hale. 1998 by Jossey-Bass/Pfeiffer.

Organizational Performance Job aid 

Organizational Performance survey

Organizational Performance survey results It-then

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Corporate culture analysis & Interventions
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References (click diamond for more detail)
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Dean, P. J. (1999). Designing better organizations with human performance technology and organization development. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 321 334).  San Francisco ,  CA: Jossey-Bass/Pfeiffer. (Ch. 17, pp. 335-350 )

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Human Synergistics model http://www.humansynergistics.com

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Use for organizational development & cultural change programs

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Human Resources (HR) selection 
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References (click diamond for more detail)
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Tosti, D. & Jackson, S. F. (1999). Influencing others to act. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 759 775).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.

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Leibler, S. N. & Parkman, A. W. (1999). Human Resources Development. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 351 372).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.

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Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2000). Fundamentals of performance technology. Washington D. C.: International Society for Performance Improvement. pp 92 - 98.

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Fleenor, M. A., (2004), Influencing others to act: The art of leadership. Unpublished manuscript

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Online resource -  http://www.shrm.org

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employee selection

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compensation & benefits

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motivation - incentive and rewards

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performance appraisals

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assessment centers and competency training

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succession planning & career paths

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leadership & executive development

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management & supervisory development

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literacy

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retirement planning

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health & wellness

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Motivational systems 
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References (click diamond for more detail)
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Dean, P. J. (1999). Designing better organizations with human performance technology and organization development. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 321 334).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.(Ch. 19, pp. 373-394)

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Keller's ARCS model
Attention
Relevance
Confidence
Satisfaction

bulletKeller's motivational design model

Keller's motivational design model 

step description
1. course information course description & rational

setting & delivery 

instructor information

2. Audience information entry skill levels

attitudes toward instruction

attitudes toward work

3. Audience analysis motivational profile

root causes

modifiable influences

4. Course analysis positive features

deficiencies or problems

related issues

5. Objectives and measures motivational design goals

learners' behaviors

confirmation methods

6. Preliminary design brainstorm list of tactics

beginning, during and end

throughout

7. Final design integration tactics

enhancement tactics

sustaining tactics

8. Development & testing integration with instruction

preparation of materials

formative evaluation

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Feedback and communication systems 
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References (click diamond for more detail)
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Tosti, D. & Jackson, S. F. (1999). Feedback. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 395 410).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.(Ch. 20, pp. 395-410)

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Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2000). Fundamentals of performance technology. Washington D. C.: International Society for Performance Improvement. pp 107 - 112.

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Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2000). Fundamentals of performance technology. Washington D. C.: International Society for Performance Improvement. p. 90.

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Janes, M., (2004), Motivation and Feedback. Unpublished manuscript.

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feedback is information about behavior or about its impact that is "fed back" to an individual or a group with the intention of influencing future performance (Tosti & Jackson, p. 411).

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  summative feedback formative feedback
definition info that evaluates performance info that provides guidance about how to change performance
Why: purpose to motivate to develop
Who: performer needs fit motivational needs and expectations of performers fit developmental needs of performer
What: performance needs focus on specific performance focus on specific performance
Where: setting needs in either public or private settings usually best in private settings
When: timing needs usually most effective given soon after performance usually most effective given soon before the next performance
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examples of communication needs

networking & collaboration

information systems

suggestion & grievance systems

conflict resolution

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Compensation systems 
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References (click diamond for more detail)
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Dean, P. J. (1999). Designing better organizations with human performance technology and organization development. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 321 334).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.(Ch. 21, pp. 411-429)

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Van Tiem, D. M., Moseley, J. L., & Dessinger, J. C. (2000). Fundamentals of performance technology. Washington D. C.: International Society for Performance Improvement. pp 113-123.

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compensation development model
analysis FEA

target population

systems

job/task

compensation

specification of goals

review and revision of goals

design strategy-mix selection

design elements specs

system review and revision

system specs development

compensation system documentation

implementation keep employees informed

orient employees to the compensation system

install the system

make initial modifications to the system

continually upgrade and update the system

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Job aids 
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References (click diamond for more detail)
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Dean, P. J. (1999). Designing better organizations with human performance technology and organization development. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 321 334).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.(Ch. 22, pp. 430-441)

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Job aid is a storage place, other than memory for information that is used in performing a task.  It provides the performer with sensory cues that offer directions for carrying out a task (Schwiebert, 2004).

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When to use When not to use
low frequency tasks if they would damage credibility
highly complex tasks if speedy performance is a priority
simple tasks with high turnover unpredictable situations
little time or resources for training if employee lacks sufficient reading, listening or reference skills
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Types of Job aids from the Schwiebert Group, Inc.

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Performance support systems, Expert systems & on-line Help systems
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References (click diamond for more detail)
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Dean, P. J. (1999). Designing better organizations with human performance technology and organization development. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 321 334).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.(Ch. 23, pp. 442-463)

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Schwiebert, P. (2004). IPT-560 Human Performance Technology. PowerPoint Slides

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PSS are intuitive, integrated, immediate, individualized and interactive

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PSS Expert Systems On-line Help systems
on-line access to information, documentation, advice capitalizes on the power of the computer familiarity
combine and expand on help and expert systems serve as coach through dialog with users JIT information & procedural support
immediate links between major tools spreads expertise throughout the organization command assistance
dynamic learning opportunities supports users in ambiguous situations extensive on-line documentation
  serves as diagnostic & prescriptive tool support for hardware & software installation
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Performance Area to improve Potential PSS component to be used
performance specs use a reference database
task interference on-demand access to job tools & information
consequences facilitation of meaningful user goals
feedback reports, system messages in a relevance, timely and specific fashion
knowledge & skill on-demand access to context-based instruction
individual capacity administration of job selection tests

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Workplace design 
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References
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Dean, P. J. (1999). Designing better organizations with human performance technology and organization development. In H. D. Stolovich & E. J. Keeps (Eds.), Handbook of human performance technology (2 ed., pp. 321 334).  San Francisco ,  CA: Jossey-Bass/Pfeiffer.(Ch. 24, pp. 464-482)

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Schwiebert, P. (2004). IPT-560 Human Performance Technology. PowerPoint Slides

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Workplace design model (Schwiebert, 2004) (click diamond for more detail)
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situation

rapid change

intellectual capital

creativity

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problem

performance

performance variables

impact on performance

teamwork & collaboration

ergonomics

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analysis

establish value

identify the variables

ask questions & gather data

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design & production

design solutions for the problems identified during analysis

Avoid "one size fits all"

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implementation

develop broad criteria that define performance based workplace

use feedback will all performers

estimate costs of lost time etc due to existing workplace

secure management's buy-in

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evaluation

How is the workplace being used differently?

Is it easier or harder to do a good job?

How has the changes effected how the performer feels about the job?

Is the performer getting more or less work done?

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Schematic of the workplace design model (Schwiebert, 2004)

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Workplace design job aid from the Schwiebert Group, Inc.