Human Performance Improvement
Building Practitioner Competence
- 2nd Edition - April 17, 2007
- Latest edition
- Authors: Carolyn K. Hohne, Stephen B. King, William J. Rothwell
- Language: English
Today's dynamic organizations must achieve positive results in record time - a challenge that requires managers to avoid problems before they arise and to solve these issues… Read more
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Today's dynamic organizations must achieve positive results in record time - a challenge that requires managers to avoid problems before they arise and to solve these issues quickly. Human Performance Improvement (HPI) is a powerful tool that can be used to help build intellectual capital, establish and maintain a 'high-performance workplace, enhance profitability, and encourage productivity' - as well as increase return on equity and improved safety.
Written by a group of highly respected authors in the field, this book will show you how to:-
- discover and analyze performance gaps
- plan for future improvements in human performance
- design and develop cost-effective interventions to close performance gaps.
Written by a group of highly respected authors in the field, this book will show you how to:-
- discover and analyze performance gaps
- plan for future improvements in human performance
- design and develop cost-effective interventions to close performance gaps.
* Tools and techniques fundamental to the practice of HPI
* Incorporates the latest thinking
* Companion website available to support second edition.
* Incorporates the latest thinking
* Companion website available to support second edition.
Primary readership: HR practitioners, Human Performance Improvement Specialists, Performance Consultants, Corporate Trainers, Chief Learning Officers.
Secondary readership: Training and Development graduate programs.
Secondary readership: Training and Development graduate programs.
Preface
Introduction
Acknowledgements
Additions to current chapters for new edition
Part I Laying the Foundation
Chapter One What is Performance, and What is Human Performance Improvement (HPI)?
• New Thinking About HPI
• Certification and Certificate Programs in HPI
• The Role of the Line Manager in HPI
Part II The Roles of the Human Performance Improvement (HPI) Practitioner
Chapter Two The Role of Analyst
• New Case study
• The Role of the LineManager as Analyst
Chapter Three The Role of the Intervention Specialist
• Intervention Selection as Part of an Enterprise Learning Strategy
• The Role of the Line (Operating) Manager as Intervention Specialist
Chapter Four The Role of Change Manager
• The Relationship Between the Performance Consultant and the Organization Development Consultant
• The Role of the Line (Operating) Manager as Change Manager
Chapter Five The Role of Evaluator
• New Thinking About Evaluation and What It Means to HPI
• The Role of the Line Manager as Evaluator
Part III Making the Transition to HPI
Chapter Six Trends and Their Implications for HPI
Chapter Seven Transforming the Training Department into an HPI Function
• Case Studies in HPI
Chapter Eight Building Your Competence as an HPI Practitioner
Appendix I Questions and Answers about Human Performance Improvement
Appendix II The Reengineering the Training Department Assessment Instrument
Appendix III Determining Your Optimum Pathway to Development
Appendix IV Human Performance Improvement Resource Guide
• Using the Resource Guide
• Section One: Graduate Degree Programs
• Section Two: Comprehensive HPI Resources
• Section Three: Competency Development Resources
About the Authors
Index
Introduction
Acknowledgements
Additions to current chapters for new edition
Part I Laying the Foundation
Chapter One What is Performance, and What is Human Performance Improvement (HPI)?
• New Thinking About HPI
• Certification and Certificate Programs in HPI
• The Role of the Line Manager in HPI
Part II The Roles of the Human Performance Improvement (HPI) Practitioner
Chapter Two The Role of Analyst
• New Case study
• The Role of the LineManager as Analyst
Chapter Three The Role of the Intervention Specialist
• Intervention Selection as Part of an Enterprise Learning Strategy
• The Role of the Line (Operating) Manager as Intervention Specialist
Chapter Four The Role of Change Manager
• The Relationship Between the Performance Consultant and the Organization Development Consultant
• The Role of the Line (Operating) Manager as Change Manager
Chapter Five The Role of Evaluator
• New Thinking About Evaluation and What It Means to HPI
• The Role of the Line Manager as Evaluator
Part III Making the Transition to HPI
Chapter Six Trends and Their Implications for HPI
Chapter Seven Transforming the Training Department into an HPI Function
• Case Studies in HPI
Chapter Eight Building Your Competence as an HPI Practitioner
Appendix I Questions and Answers about Human Performance Improvement
Appendix II The Reengineering the Training Department Assessment Instrument
Appendix III Determining Your Optimum Pathway to Development
Appendix IV Human Performance Improvement Resource Guide
• Using the Resource Guide
• Section One: Graduate Degree Programs
• Section Two: Comprehensive HPI Resources
• Section Three: Competency Development Resources
About the Authors
Index
- Edition: 2
- Latest edition
- Published: April 17, 2007
- Language: English
CH
Carolyn K. Hohne
Affiliations and expertise
Performance Improvement Consultant.SK
Stephen B. King
Affiliations and expertise
Executive Director, Leadership & Management Development Division, Management Concepts Inc.WR
William J. Rothwell
Affiliations and expertise
Professor of Human Resource Development, Pennsylvania State University. Director of Penn State's Institute for Research in Training and Development.Read Human Performance Improvement on ScienceDirect