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Performance consulting : applying performance improvement in human resource development /
Improving individual and organizational performance is imperative to establishing and maintaining a high performance workplace, developing intellectual capital, promoting productivity, and enhancing profitability. Organizations must be flexible and agile in approaching business strategies. Against t...
| Clasificación: | Libro Electrónico |
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| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
San Francisco :
Jossey-Bass,
[2014]
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| Temas: | |
| Acceso en línea: | Texto completo |
Tabla de Contenidos:
- Cover; Title Page; Copyright; Contents; List of Tables, Figures, and Exhibits; Preface; Acknowledgments; About the Editors; Part 1 Thinking Beyond Training; Chapter 1 Why Training; The Changing Face of Training; A New World; Intel Case; IBM Case; From Training to Performance Consulting; Training's Limitations; The World of human Performance; A Brief History; Implications; Chapter Summary; Chapter 2 Moving Toward Performance Consulting; Introduction; The Evolving Nature of work; Standing on the Shoulders of Giants; Thomas F. Gilbert; Robert F. Mager; Dale M. Brethower; Joe Harless.
- Geary RummlerDonald T. Tosti and Stephanie F. Jackson; Roger Kaufman; Key Terms in Performance Consulting; Major Premises in Performance Consulting; Consulting; Skills and Competencies; Performance Consulting Roles and Responsibilities; Ethics and Performance Consulting; Chapter Summary; Chapter 3 Role Transformation; Chapter Objectives; Issues in Role Transformation from Training to Performance Consulting; The Organization's Role to Ensure the Success of Performance Consulting (PC); The Impetus for Change: Is It Good, Necessary, and Possible?
- Competencies for Change: What Drives the Change Effort?Communicating Change: How to Communicate It?; Transforming Everyone into Performance Consultants; Chapter Summary; Part 2 Problems and Opportunities in Human Performance; Chapter 4 Analyzing the Present; Chapter Objectives; Analyzing the Present; How to Look at the Present; What Should Performance Consultants and Clients Do to Analyze the Present?; What Is the Need?; What Need for Change Is Apparent, and How Is It Perceived?; Data Gathering Process and Methods; Interviews; Focus Groups; Surveys (Paper/Phone/Online); Observation.
- Document ReviewsData Analysis Methods; What Competencies Are Needed to Analyze Present Conditions?; Chapter Summary; Chapter 5 Envisioning the Future; Chapter Objectives; Envisioning the Future
- Why Envisioning Is Vital; How to Foresee a Desired Future; What Performance Consultants and Clients Should Do to Envision the Future; Gathering Information for the Future; Competencies Needed for Envisioning the Future; Chapter Summary; Part 3 Initiating Performance Consulting; Chapter 6 Gap Clarification; Chapter Objectives; What a Performance Gap Is; Why Gap Analysis Matters.
- How Performance Gaps Are IdentifiedInquiry and Communication with People; Monitoring and Interpreting Data; How Performance Gaps Are Clarified; Competencies Needed to Assess Gaps; Chapter Summary; Chapter 7 Prioritizing Gaps; Chapter Objectives; What Is Importance?; How to Prioritize; By What Criteria?; Who Decides?; Changing Priorities; Why Prioritization Is Necessary; Competencies Needed for Prioritizing; Chapter Summary; Chapter 8 Identifying the Root Causes of Performance Gaps; Chapter Objectives; Causes of Human Performance Problems; Symptoms, Causes, and Consequences.