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CHAPTER 8 Perspectives on Performance in Human Resource Development

CHAPTER 8 Perspectives on Performance in Human Resource Development. Chapter 8 – Perspectives on Performance in Human Resource Development Chapter Outline • Introduction • Organizational Effectiveness as a Precursor to Performance • Disciplinary Perspectives on Performance

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CHAPTER 8 Perspectives on Performance in Human Resource Development

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  1. CHAPTER 8 • Perspectives on Performance in • Human Resource • Development

  2. Chapter 8 – Perspectives on Performance in Human Resource Development Chapter Outline • Introduction • Organizational Effectiveness as a Precursor to Performance • Disciplinary Perspectives on Performance • Financial Performance • Multilevel Performance Models • Process and Team Level Performance • Individual-Level Performance Models • The Spoils of Performance • Conclusion • Reflection Questions

  3. Financial Performance • Units of Performance • Swanson's Financial Benefit Analysis • Fitz-enz's ROI of Human Capital Performance Value (performance value resulting from the HRD intervention) - Cost(cost of the HRD intervention) Benefit (benefit is the performance value minus the cost)

  4. Multilevel Performance Models • Brache's-Holistic Enterprise Health • Rummler & Brache’s- Performance Improvement Model • Swanson’s-Performance Diagnosis Process and Matrix • Cumings & Worley's- Organization Development Performance Model • Holton’s-Integrated Taxonomy of Performance Domains

  5. Process and Team-Level Performance Models

  6. Individual-Level Performance Models • Campbell’s Model of Individual Performance • Gilbert’s Human Performance Engineering Model

  7. The Spoils of Performance

  8. Chapter 8 - Reflection Questions • Which performance model do you think best represents performance constructs of concern to HRD? Explain why. • 2. What are the implications of multilevel, multiattribute performance models for HRD practice? • 3. Do performance models enhance or diminish the value of learning in organizations? • 4. Performance models are often seen as useful to management, but not a tool to benefit employees. Which is your position on this? • How can HRD lead change in each of the performance variables? • What do you believe is the future of performance-oriented HRD and why?

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