Corporations spend millions of dollars on performance improvement, employee training and development, work system redesign, and other organizational improvement efforts. Much of this money is wasted because the preliminary analysis and diagnosis has not been done to link these programs to an organization's real business needs, goals, and processes.
The truth is that in order for any performance improvement effort to add value to the organization, deep analysis is required. Analysis for Improving Performance details a systematic approach for doing the rigorous preparatory analysis that is vital to shaping and developing successful performance improvement efforts.
Richard A. Swanson's methods enable program developers and managers to define clear objectives, assess existing systems and missions, analyze worker knowledge and expertise, define desired performance and evaluation standards, and develop a performance improvement plan that will meet the desired performance goals.
This new edition has been extensively revised throughout and presents expanded concepts and updated cases, as well as a new chapter on documenting and improving work processes and documenting process-referenced tasks. Written for take-charge managers, performance improvement specialists, and workers wanting to improve their organizations, Analysis for Improving Performance provides “real-world” knowledge, tools, examples, graphics, and exercises aimed at developing your expertise in diagnosing organizational performance and documenting workplace expertise—the keys to long-term organizational success. In short, it is a complete guide to ensuring that the time, money, and effort you invest in organizational development are well spent.
"Without thorough analysis, workplace performance efforts will most certainly fall short of the organization's intentions and needs. Swanson's methodology hits the mark in providing an insightful view and practical tools for performance and work analysis."
-- Kent Dubbe, Manager of Organization Development and Training, 3M Corporation
"Analysis for Improving Performance delivers on its title. We used the diagnosis and documentation tools presented in the book, and the results more than met our expectations. Even after the original need was met, we continued to use them as a means of improving performance."
-- Dan Thorton, CEO and President, Scoville Press
|Linking improvement programs to important organizational goals||p. 3|
|Theoretical foundation of performance improvement||p. 11|
|Case study of analysis for performance improvement||p. 37|
|Concepts for diagnosing performance||p. 49|
|The performance diagnosis process||p. 57|
|Constructing a performance improvement proposal||p. 79|
|Documenting and improving work processes||p. 93|
|Data collection methods||p. 107|
|The nature of workplace expertise||p. 125|
|Documenting job descriptions||p. 135|
|Developing task inventories||p. 143|
|Documenting process-referenced tasks||p. 155|
|Detailing procedural tasks||p. 163|
|Detailing system tasks||p. 187|
|Detailing knowledge tasks||p. 217|
|Organizing and prioritizing analysis work for maximum performance impact||p. 259|
|From analysis to performance improvement||p. 269|
|Table of Contents provided by Blackwell. All Rights Reserved.|
Series: UK Professional Business Management / Business
Number Of Pages: 336
Published: 28th February 2007
Country of Publication: US
Dimensions (cm): 9.0 x 6.0 x 0.8
Weight (kg): 0.46
Edition Number: 2
Edition Type: Revised