Updating the behavior engineering model

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Where the real issues lie, and it is this that bridges the gap between instructional design and performance improvement, is in analyzing the causes of those performance problems (which actually go beyond an individual’s experience or adaptability.Employees’ performance can be influenced by the organizational culture, the work process, the work environment, or the incentive system.That role, in turn, needs to incorporate panoply of performance improvement interventions.

Solutions to performance problems require leveraging solutions “based on the potential impact that a change [will] make and the cost associated with that change” (Chevalier, p. While timely, constructive feedback is a relatively low-cost solution that can have a large impact, Chevalier notes that no amount of individual improvement will be successful if the environmental issues (information, materials, tools, time and process issues) are not addressed (p. Chevalier’s updated BEM provides a checklist which can be used to evaluate gaps between optimal and actual performances in the workplace.Asking the smart questions helps organizations (1) spend money on performance problems that are worth solving, (2) thoroughly investigate the causes for the problems, and (3) determine the most cost-effective solutions.So my question is: How can front-end analysis be applied to performance problems associated with ERP system implementations?Some may have had previous experience with the new system or a similar system. Some will be changing the way they perform their job based on new processes engendered by the system. Rich Makela, performance consultant, says that Harless doesn’t ask who people are.He focuses on performance as a nebulous thing as opposed to people trying to do specific things under specific conditions.

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