diagnosis models

23/4/20 1

Diagnosis Models Diagnosis Models

Group Leader: 陈佳Group Members: 袁华，李平，谢彦云，高辰柱，王天琪

23/4/20 2

PERFORMANCE TECHNOLOGYWORKING THE SYSTEM

PERFORMANCE TECHNOLOGYWORKING THE SYSTEM

By Marc J.Rosenberg

Presentation: 袁华

323/4/20

背景介绍：经济形势背景介绍：经济形势

Japan and Korea: worldwide economic powerhouses;

Western Europe: large commercial trading block; The United States: once the world‘s dominant

economic power.

原因分析 Productivity, competitiveness, motivation and

creativity of our work force is deteriorating.

423/4/20

背景介绍：教育形势背景介绍：教育形势

Education has a special place, emphasis on learning ；

We face a “crisis in human capital”; Training ； Well-designed programs.

关注定位 An effective human resource program requires

more than learning; it requires a focus on performance.

523/4/20

绩效改进的三项原则—— Dean Sptize ， Boise State University绩效改进的三项原则—— Dean Sptize ， Boise State University

Three important tenets of performance improvement ： Performance will never improve by itself. Once deteriorated, performance becomes

increasingly resistant to improvement. Performance will only stay improved if there is

support from the performance improvement system.

623/4/20

四个“干预”系统—— Jay Alden四个“干预”系统—— Jay Alden

提出前提 operating rather independently

Four major areas ： Human resources development; Organizational development; Human resources management; Environmental engineering.

"outputs"

723/4/20

绩效分析： inputs绩效分析： inputs

823/4/20

系统因素系统因素

通过绩效分析，可以改变三个可操作的区域，来提高绩效： the work (the job); the worker (the job performer) ; the workplace (the job environment).

923/4/20

用 6 个系统因素来操作这 3 个区域：用 6 个系统因素来操作这 3 个区域：

1023/4/20

绩效改进系统绩效改进系统

A performance improvement system merges systematic performance analysis with comprehensive interventions.

Comprehensive interventions

systematic Performance

analysis

performance improvement system

1123/4/20

1223/4/20

实施的五步骤实施的五步骤

1. Conduct the performance analysis. 2. Specify performance problems, causes and

opportunities. 3. Design solutions. 4. Implement the solutions. 5. Monitor and evaluate the results ， and revise

the solutions accordingly.

Steps 1,2 and 5 should be integrated into the organization’s management system;

Steps 3 and 4 should be managed as a partnership between line functions and HR.

23/4/20 13

The system view of Human Performance

The system view of Human Performance

By Geary A.Rummler and Alan P.BrachePresentation: 李平

1423/4/20

Diagnosis ModelsDiagnosis Models

Rummler & Brache (1995): Nine Performance Variables

1523/4/20

Performance,Part1Performance,Part1

The individual level

1623/4/20


The Process level

1723/4/20


The organizational level

ApplicationApplication

23/4/20 19

The Six Boxes:A Descendent of Gilbert’s

Behavior Engineering Model

The Six Boxes:A Descendent of Gilbert’s

Behavior Engineering ModelBy Carl Binder

Presentation: 谢彦云

2023/4/20

Gilbert’s Behavior Engineering ModelGilbert’s Behavior Engineering Model

2123/4/20

The Six Boxes Model of Behavior InfluencesThe Six Boxes Model of Behavior Influences

2223/4/20

Expectations and Feedback what they are expected to accomplish, under what

conditions, how they are performing Tools and Resources

particular tools , work processes, resources (e.g. expert consultants , document ). Heat, light, general human factors.

Consequences and Incentives intended and inadvertent consequences of

behavior, monetary or non-monetary. Positive or negative.

2323/4/20

Skill and Knowledge training and non-training interventions

Capacity (Selection and Assignment) things that individual brings to the job that

organization cannot be expected to provide (e.g. personal qualities, social skills, etc.)

Motives and Preferences (Attitude) employee attitude, satisfaction, personal

preferences

2423/4/20

ApplicationsApplications

Gaining alignment Analysis and design Implementation planning Supporting day-to-day management Organizational change

23/4/20 25

The Organizational ScanThe Organizational Scan

By Donald Tosti and Stephanie D.JacksonPresentation: 高辰柱

2623/4/20

Organizational Scan ModelOrganizational Scan Model

一种对绩效影响因素进行广泛综合性分析的框架。

设计初衷：由于绩效改进影响广、涉及因素多，而绩效分析实践往往耗时耗力，因而需要快速、廉价但又广泛、精确的分析。

2723/4/20

形成过程：形成过程：

1. 绩效干预措施一般在以下各部分发挥作用：

员工工作所处环境

员工所遵循的工序

组织所产出的成果

2823/4/20

2. 每部分可划分为以下三个层级：

2923/4/20

3023/4/20

3123/4/20

特点特点

目的不在于深度分析，而在于广泛综合性分析。该模型较为综合及系统化。通常系统包含输入和条

件、处理、输出、结果这几部分，而该模型涵盖了系统的关键部分，同时又强调将各部分用三个层级划分，即组织、工作、人。

该模型具有较高的可行性。由于该模型并未将绩效的影响因素划分为过多的类别，因而与绩效关键影响因素相关的问卷调查或数据查找将变得简单易行。

该模型易于传播推广。根据作者经验，该模型易于理解，可高效表达组织分析，因而易于推广。

3223/4/20

应用应用

3323/4/20

3423/4/20

意义意义

在一些案例中，组织扫描的作用在于为一些恰当的干预措施设置次序。

在另一些案例中，组织扫描用于确保主要干预措施能够高效适用于组织系统，或为系统提供整改建议从而确保干预措施能够得到适当的支持。

通过组织扫描模型可以收集信息将计划施行的干预措施与组织现存的影响因素关联起来，或用于识别出影响期望成果的关键因素。

23/4/20 35

Looking For Things To Fix Looking For Things To Fix

By William A. DeterlinePresentation: 陈佳

3623/4/20


What do performance technologists deal with?

Whose performance ?

Performance

Everybody's

Individual PastEducation

Affective Factor

Past Work Experience

3723/4/20



Affective Factor


Training

Select

Work Stuff People Supe

Job Affect

3823/4/20



Affective Factor


Training

Select

Work Stuff PeopleSupe

Job Affect

SOPs A/SDirs

Actions Accomp

Feedback

3923/4/20


Individual

Training

Select

Supe

Job Affect

Dirs

Actions Accomp

Feedback

Givens

Pre

Data

4023/4/20


DirsSOPs

Standards Supe

Feedback

Per

Pre,EspeciallyEduc & Trng

23/4/20 41

Why Doers DoWhy Doers Do

By David Wile

Presentation: 王天琪

4223/4/20

ContentsContents

Identify HP models of 5 prominent HPT authors; Contrast the models with one another; Combine elements of the models into a new

model; Discuss how this new model should be used.

4323/4/20

5 HP Models5 HP Models

Modification: Normalization: unify units; Unify language.

4423/4/20

GilbertGilbert

4523/4/20

RossettRossett

4623/4/20

HarlessHarless

4723/4/20

SpitzerSpitzer

4823/4/20

MagerMager

4923/4/20

Models reconciliationModels reconciliation

5023/4/20

A new HPT modelA new HPT model

5123/4/20

ApplicationApplication

A large task of HPT explain to clients why training isn’t the answer to everything.

The new HPT model Let my clients understand more easily.

23/4/20 52

谢谢！

diagnosis models

Documents