Diagnosis Models

1. Diagnosis Models Group Leader: 陈佳 Group Members: 袁华，李平，谢彦云，高辰柱，王天琪

2. PERFORMANCE TECHNOLOGYWORKING THE SYSTEM By Marc J.Rosenberg Presentation: 袁华

3. 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.

4. 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.

5. 绩效改进的三项原则——Dean Sptize，Boise State University Three important tenets of performance improvement： • Performance will never improveby itself. • Once deteriorated, performancebecomes increasingly resistant to improvement. • Performance will only stay improved if there is support from theperformance improvement system.

6. 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"

7. 绩效分析：inputs

8. 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).

9. 用6个系统因素来操作这3个区域：

10. 绩效改进系统 • A performance improvement system merges systematic performance analysis with comprehensive interventions. systematic Performance analysis Comprehensive interventions performance improvement system

12. 实施的五步骤 • Conduct the performance analysis. • Specify performance problems, causes and opportunities. • Design solutions. • Implement the solutions. • 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.

13. The system view of Human Performance By Geary A.Rummler and Alan P.Brache Presentation: 李平

14. Diagnosis Models • Rummler & Brache (1995): Nine Performance Variables

15. Performance,Part1 The individual level

16. Performance,Part2 The Process level

17. Performance,Part3 The organizational level

18. Application

19. The Six Boxes:A Descendent of Gilbert’s Behavior Engineering Model By Carl Binder Presentation: 谢彦云

20. Gilbert’s Behavior Engineering Model

21. The Six Boxes Model of Behavior Influences

22. 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.

23. 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

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

25. The Organizational Scan By Donald Tosti and Stephanie D.Jackson Presentation: 高辰柱

26. Organizational 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。

27. 形成过程： 1. 绩效干预措施一般在以下各部分发挥作用：

28. 2. 每部分可划分为以下三个层级：

31. 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。

32. 应用

34. 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。

35. Looking For Things To Fix By William A. Deterline Presentation: 陈佳

36. Looking For Things To Fix What do performance technologists deal with? Performance Everybody's Whose performance ? Past Work Experience Affective Factor Past Individual Education

37. Looking For Things To Fix Past Work Experience Affective Factor Performer Past Education Training Select Work Stuff People Supe Individual Job Affect

38. Looking For Things To Fix Dirs SOPs Actions A/S Accomp Past Work Experience Affective Factor Performer Past Supe People Training Education Work Stuff Select Individual Goals &Objectives Job Affect Mission Culture Policies Feedback

39. Looking For Things To Fix Data Dirs Actions Accomp Givens Supe Pre Performer Training Select Individual Job Affect Feedback

40. Looking For Things To Fix SOPs Dirs Supe Pre, Especially Educ & Trng Standards Feedback Per

41. Why Doers Do By David Wile Presentation: 王天琪

42. Contents • 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.

43. 5 HP Models • Modification: • Normalization: unify units; • Unify language.

44. Gilbert

45. Rossett

46. Harless

47. Spitzer

48. Mager

49. Models reconciliation

50. A new HPT model