Handbook of Improving Performance in the Workplace, Set (Handbook of Improving Performance in the Workplace, Volumes 1 - 3)

The Handbook stands alone as a rigorous, evidence-based Body of Knowledge under the banner of the International Society for Performance Improvement’s “performance landscape,” and for the first time provides a unified and authoritative compendium of standard principles and best practices for improving productivity and performance in the workplace. Featuring best-in-field researchers, thinkers, and practitioners across several disciplines and geographic boundaries, each volume provides a current review of all information presently available for the three core areas of improving performance in the workplace: Instructional Design and Training Delivery; Intervention Selection and Implementation; and Measurement and Evaluation.Content: Chapter 1 Some Principles Underlying the Cognitive Approach to Instructional Design (pages 3–22): Wellesley R. Foshay Chapter 2 A Principle?Based Model of Instructional Design (pages 23–52): Kenneth H. Silber Chapter 3 Origins and Evolution of Instructional Systems Design (pages 53–92): Michael Molenda Chapter 4 Collecting Analysis Data (pages 95–143): Jeanne Hites Anderson Chapter 5 From Performance Analysis to Training Needs Assessment (pages 144–183): Dr. Kerry J. Burner Chapter 6 Behavioral Task Analysis (pages 184–226): Dr. Herbert H. Bell, Dr. Dee H. Andrews and Wallace H. Wulfeck Chapter 7 Cognitive Task Analysis (pages 227–258): Steven W. Villachica and Deborah L. Stone Chapter 8 An Analysis of the Failure of Electronic Media and Discovery?Based Learning (pages 263–297): Richard E. Clark, Kenneth Yates, Dr. Sean Early and Kathrine Moulton Chapter 9 Instructional Strategies for Receptive Learning Environments (pages 298–328): Richard E. Mayer and Dr. Ruth Colvin Clark Chapter 10 Instructional Strategies for Directive Learning Environments (pages 329–360): Dr. Ruth Colvin Clark and Richard E. Mayer Chapter 11 Assembling and Analyzing the Building Blocks of Problem?Based Learning Environments (pages 361–394): Dr. David H. Jonassen Chapter 12 High Engagement Strategies in Simulation and Gaming (pages 395–434): Dr. Conrad G. Bills Chapter 13 Video Game–Based Learning (pages 435–467): Kurt D. Squire Chapter 14 Training Complex Psychomotor Performance Skills (pages 468–507): Dr. Peter J. Fadde Chapter 15 An Overview of Level Two Certification Processes (pages 511–553): Sharon A. Shrock and William C. Coscarelli Chapter 16 The Role of Evaluation in Instructional Design (pages 554–576): Dr. Steven M. Ross and Gary R. Morrison Chapter 17 Managing ID/Training Development and Delivery (pages 579–615): Deborah Singer Dobson, Michael Singer Dobson, Ted Leemann and Dr. Kevin Forsberg Chapter 18 Managing Relationships in the Performance Improvement Process (pages 616–657): Jane Ranshaw Chapter 19 Managing ID in the Context of a Training Organization (pages 658–719): Heather C. Maitre and Susan A. Smith Chapter 1 HPT Models: An Overview of the Major Models in the Field (pages 5–26): Frank S. Wilmoth, Christine Prigmore and Dr. Marty Bray Chapter 2 Linking Practice and Theory (pages 27–50): Seung Youn Chyung and Shelley A. Berg Chapter 3 The Performance Pyramid (pages 51–79): John Wedman Chapter 4 Future Search (pages 91–114): Marvin Weisbord and Sandra Janoff Chapter 5 SWOT Analysis (pages 115–140): Dr. Doug Leigh Chapter 6 Appreciative Inquiry (pages 141–165): Marvin Faure, Jennifer Rosenzweig and Darlene Van Tiem Chapter 7 Organizational Restructuring (pages 177–195): Sally Lollie and Hillary Leigh Chapter 8 Realistic Job Previews (pages 203–220): Jim Breaugh Chapter 9 360?Degree Feedback (pages 221–250): Dr. Eugene Kutcher, Dr. John Donovan and Dr. Steven J. Lorenzet Chapter 10 Performance Measurement and Management Systems (pages 251–274): Ingrid Guerra?Lopez Chapter 11 Achieving Improved Performance Through Managerial Coaching (pages 275–298): Andrea D. Ellinger, Alexander E. Ellinger, Robert G. Hamlin and Rona S. Beattie Chapter 12 Performance Management Systems (pages 299–318): Dr. David G. Gliddon Chapter 13 Electronic Performance Support Systems (pages 325–343): Frank Nguyen Chapter 14 Performance Aids (pages 344–365): Dr. Miki Lane Chapter 15 Knowledge Management (pages 366–391): Dr. Debra Haney and James T. Driggers Chapter 16 The Change Readiness Rubric (pages 392–417): Bea Griffith?Cooper and Karyl King Chapter 17 Process Improvement (pages 418–437): Marcey Uday?Riley and Ingrid Guerra?Lopez Chapter 18 Incentive Systems (pages 445–464): Dr. Steven J. Condly Chapter 19 Rewards, Positive Reinforcement, and Incentive Systems (pages 465–481): Jessica Jean Frumkin Chapter 20 Employee and Executive Compensation (pages 482–506): Tahir M. Nisar Chapter 21 Motivational Communication (pages 515–535): Lya Visser Chapter 22 Career Mentoring (pages 536–554): Dr. Christine D. Hegstad Chapter 23 Job Crafting (pages 555–568): Dr. Michelle French Chapter 24 e?Learning (pages 577–597): Ryan Watkins Chapter 25 Cross?Disciplinary Team Learning (pages 598–612): Scott P. Schaffer Chapter 26 Mentoring (pages 613–645): Stella Louise Cowan Chapter 27 Executive Leadership Coaching (pages 646–671): Daniel White Chapter 28 Outsourcing (pages 681–696): Dr. Judith A. Hale Chapter 29 Succession Planning and Management (pages 697–716): Hillary Leigh Chapter 30 Organizational Culture (pages 725–744): Dr. Anthony Marker Chapter 31 Diversity and Cultural Competence (pages 745–761): Dr. Tyrone A. Holmes Chapter 32 Needs Assessment (pages 771–791): James W. Altschuld and Traci L. Lepicki Chapter 33 Data Collection (pages 792–816): Dr. Anne F. Marrelli Chapter 34 Return on Investment (pages 823–846): Patti P. Phillips and Jack J. Phillips Chapter 1 Measurement, Evaluation, and Research (pages 3–24): Carl Binder Chapter 2 Measurement and Evaluation in the Workplace (pages 25–42): Lori G. Bosteder and Darlene Russ?Eft Chapter 3 Unleashing the Positive Power of Measurement in the Workplace (pages 43–58): Dr. Dean R. Spitzer Chapter 4 Relating Training to Business Performance (pages 59–75): William J Tarnacki Ii and Eileen R. Banchoff Chapter 5 Success Case Methodology in Measurement and Evaluation (pages 76–93): Anne M. Apking and Tim Mooney Chapter 6 Needs Assessment (pages 97–112): Catherine M. Sleezer and Darlene Russ?Eft Chapter 7 The Impact Evaluation Process (pages 113–127): Ingrid J. Guerra?Lopez Chapter 8 Full?Scope Evaluation (pages 128–141): Joan C. Dessinger and James L. Moseley Chapter 9 How to Use Kirkpatrick's Taxonomy Effectively in the Workplace (pages 142–160): Richard B. Pearlstein Chapter 10 Ethical Considerations in Performance Measurement (pages 161–175): David L. Solomon Chapter 11 Performance?Based Evaluation (pages 179–199): Judith A. Hale Chapter 12 Testing Strategies (pages 200–218): Peter R. Hybert Chapter 13 The Business of Program Evaluation: ROI (pages 219–239): Patti P. Phillips and Jack J. Phillips Chapter 14 Integrated Evaluation (pages 240–255): Nancy B. Hastings Chapter 15 Using Evaluation Results to Improve Human Performance Technology Projects (pages 256–272): Carol K. Diroff Chapter 16 Understanding Context (pages 275–295): Dale C. Brandenburg Chapter 17 Using New Technology to Create a User?Friendly Evaluation Process (pages 296–313): William J. Rothwell and Anita Pane Whiteford Chapter 18 New Kids on the Block (pages 314–338): Debra M. Smith Chapter 19 Expanding Scope of Evaluation in Today's Organizations (pages 339–353): Darlene Russ?Eft Chapter 20 The Changing Role of Evaluators and Evaluation (pages 354–374): Dr. Roger Chevalier The __Handbook__ stands alone as a rigorous, evidence-based Body of Knowledge under the banner of the International Society for Performance Improvement’s “performance landscape,” and for the first time provides a unified and authoritative compendium of standard principles and best practices for improving productivity and performance in the workplace. Featuring best-in-field researchers, thinkers, and practitioners across several disciplines and geographic boundaries, each volume provides a current review of all information presently available for the three core areas of improving performance in the workplace: Instructional Design and Training Delivery; Intervention Selection and Implementation; and Measurement and Evaluation.Content: Chapter 1 Some Principles Underlying the Cognitive Approach to Instructional Design (pages 3–22): Wellesley R. FoshayChapter 2 A Principle?Based Model of Instructional Design (pages 23–52): Kenneth H. SilberChapter 3 Origins and Evolution of Instructional Systems Design (pages 53–92): Michael MolendaChapter 4 Collecting Analysis Data (pages 95–143): Jeanne Hites AndersonChapter 5 From Performance Analysis to Training Needs Assessment (pages 144–183): Dr. Kerry J. BurnerChapter 6 Behavioral Task Analysis (pages 184–226): Dr. Herbert H. Bell, Dr. Dee H. Andrews and Wallace H. WulfeckChapter 7 Cognitive Task Analysis (pages 227–258): Steven W. Villachica and Deborah L. StoneChapter 8 An Analysis of the Failure of Electronic Media and Discovery?Based Learning (pages 263–297): Richard E. Clark, Kenneth Yates, Dr. Sean Early and Kathrine MoultonChapter 9 Instructional Strategies for Receptive Learning Environments (pages 298–328): Richard E. Mayer and Dr. Ruth Colvin ClarkChapter 10 Instructional Strategies for Directive Learning Environments (pages 329–360): Dr. Ruth Colvin Clark and Richard E. MayerChapter 11 Assembling and Analyzing the Building Blocks of Problem?Based Learning Environments (pages 361–394): Dr. David H. JonassenChapter 12 High Engagement Strategies in Simulation and Gaming (pages 395–434): Dr. Conrad G. BillsChapter 13 Video Game–Based Learning (pages 435–467): Kurt D. SquireChapter 14 Training Complex Psychomotor Performance Skills (pages 468–507): Dr. Peter J. FaddeChapter 15 An Overview of Level Two Certification Processes (pages 511–553): Sharon A. Shrock and William C. CoscarelliChapter 16 The Role of Evaluation in Instructional Design (pages 554–576): Dr. Steven M. Ross and Gary R. MorrisonChapter 17 Managing ID/Training Development and Delivery (pages 579–615): Deborah Singer Dobson, Michael Singer Dobson, Ted Leemann and Dr. Kevin ForsbergChapter 18 Managing Relationships in the Performance Improvement Process (pages 616–657): Jane RanshawChapter 19 Managing ID in the Context of a Training Organization (pages 658–719): Heather C. Maitre and Susan A. SmithChapter 1 HPT Models: An Overview of the Major Models in the Field (pages 5–26): Frank S. Wilmoth, Christine Prigmore and Dr. Marty BrayChapter 2 Linking Practice and Theory (pages 27–50): Seung Youn Chyung and Shelley A. BergChapter 3 The Performance Pyramid (pages 51–79): John WedmanChapter 4 Future Search (pages 91–114): Marvin Weisbord and Sandra JanoffChapter 5 SWOT Analysis (pages 115–140): Dr. Doug LeighChapter 6 Appreciative Inquiry (pages 141–165): Marvin Faure, Jennifer Rosenzweig and Darlene Van TiemChapter 7 Organizational Restructuring (pages 177–195): Sally Lollie and Hillary LeighChapter 8 Realistic Job Previews (pages 203–220): Jim BreaughChapter 9 360?Degree Feedback (pages 221–250): Dr. Eugene Kutcher, Dr. John Donovan and Dr. Steven J. LorenzetChapter 10 Performance Measurement and Management Systems (pages 251–274): Ingrid Guerra?LopezChapter 11 Achieving Improved Performance Through Managerial Coaching (pages 275–298): Andrea D. Ellinger, Alexander E. Ellinger, Robert G. Hamlin and Rona S. BeattieChapter 12 Performance Management Systems (pages 299–318): Dr. David G. GliddonChapter 13 Electronic Performance Support Systems (pages 325–343): Frank NguyenChapter 14 Performance Aids (pages 344–365): Dr. Miki LaneChapter 15 Knowledge Management (pages 366–391): Dr. Debra Haney and James T. DriggersChapter 16 The Change Readiness Rubric (pages 392–417): Bea Griffith?Cooper and Karyl KingChapter 17 Process Improvement (pages 418–437): Marcey Uday?Riley and Ingrid Guerra?LopezChapter 18 Incentive Systems (pages 445–464): Dr. Steven J. CondlyChapter 19 Rewards, Positive Reinforcement, and Incentive Systems (pages 465–481): Jessica Jean FrumkinChapter 20 Employee and Executive Compensation (pages 482–506): Tahir M. NisarChapter 21 Motivational Communication (pages 515–535): Lya VisserChapter 22 Career Mentoring (pages 536–554): Dr. Christine D. HegstadChapter 23 Job Crafting (pages 555–568): Dr. Michelle FrenchChapter 24 e?Learning (pages 577–597): Ryan WatkinsChapter 25 Cross?Disciplinary Team Learning (pages 598–612): Scott P. SchafferChapter 26 Mentoring (pages 613–645): Stella Louise CowanChapter 27 Executive Leadership Coaching (pages 646–671): Daniel WhiteChapter 28 Outsourcing (pages 681–696): Dr. Judith A. HaleChapter 29 Succession Planning and Management (pages 697–716): Hillary LeighChapter 30 Organizational Culture (pages 725–744): Dr. Anthony MarkerChapter 31 Diversity and Cultural Competence (pages 745–761): Dr. Tyrone A. HolmesChapter 32 Needs Assessment (pages 771–791): James W. Altschuld and Traci L. LepickiChapter 33 Data Collection (pages 792–816): Dr. Anne F. MarrelliChapter 34 Return on Investment (pages 823–846): Patti P. Phillips and Jack J. PhillipsChapter 1 Measurement, Evaluation, and Research (pages 3–24): Carl BinderChapter 2 Measurement and Evaluation in the Workplace (pages 25–42): Lori G. Bosteder and Darlene Russ?EftChapter 3 Unleashing the Positive Power of Measurement in the Workplace (pages 43–58): Dr. Dean R. SpitzerChapter 4 Relating Training to Business Performance (pages 59–75): William J Tarnacki Ii and Eileen R. BanchoffChapter 5 Success Case Methodology in Measurement and Evaluation (pages 76–93): Anne M. Apking and Tim MooneyChapter 6 Needs Assessment (pages 97–112): Catherine M. Sleezer and Darlene Russ?EftChapter 7 The Impact Evaluation Process (pages 113–127): Ingrid J. Guerra?LopezChapter 8 Full?Scope Evaluation (pages 128–141): Joan C. Dessinger and James L. MoseleyChapter 9 How to Use Kirkpatrick's Taxonomy Effectively in the Workplace (pages 142–160): Richard B. PearlsteinChapter 10 Ethical Considerations in Performance Measurement (pages 161–175): David L. SolomonChapter 11 Performance?Based Evaluation (pages 179–199): Judith A. HaleChapter 12 Testing Strategies (pages 200–218): Peter R. HybertChapter 13 The Business of Program Evaluation: ROI (pages 219–239): Patti P. Phillips and Jack J. PhillipsChapter 14 Integrated Evaluation (pages 240–255): Nancy B. HastingsChapter 15 Using Evaluation Results to Improve Human Performance Technology Projects (pages 256–272): Carol K. DiroffChapter 16 Understanding Context (pages 275–295): Dale C. BrandenburgChapter 17 Using New Technology to Create a User?Friendly Evaluation Process (pages 296–313): William J. Rothwell and Anita Pane WhitefordChapter 18 New Kids on the Block (pages 314–338): Debra M. SmithChapter 19 Expanding Scope of Evaluation in Today's Organizations (pages 339–353): Darlene Russ?EftChapter 20 The Changing Role of Evaluators and Evaluation (pages 354–374): Dr. Roger Chevalier « In this groundbreaking volume, leading practitioners and scholars from around the world provide an authoritative review of the most up-to-date information available on performance interventions, all presented within a holistic framework that helps ensure the accomplishment of significant results. Addressing more than 30 performance interventions, with such varied topics as Incentive Systems, e-Learning, Succession Planning and Executive Coaching, this volume guides readers through the development of comprehensive performance improvement systems. Each chapter illustrates in practical terms how to select, plan, implement, and manage performance interventions, as well as how to evaluate their results. Through best practices research, comparative analysis, illustrative case studies from around the world, and editorial guidance on how to link together diverse interventions, the handbook is an important guide for achieving desired results in the workplace and beyond. Sponsored by International Society for Performance Improvement (ISPI), the Handbook of Improving Performance in the Workplace, three-volume reference, covers three main areas of interest including Instructional Design and Training Delivery, Selecting and Implementing Performance Interventions, and Measurement and Evaluation. »-- Résumé de l'éditeur ''The Handbook stands alone as a rigorous, evidence-based Body of Knowledge under the banner of the International Society for Performance Improvement’s “performance landscape,” and for the first time provides a unified and authoritative compendium of standard principles and best practices for improving productivity and performance in the workplace. Featuring best-in-field researchers, thinkers, and practitioners across several disciplines and geographic boundaries, each volume provides a current review of all information presently available for the three core areas of improving performance in the workplace: Instructional Design and Training Delivery; Intervention Selection and Implementation; and Measurement and Evaluation.''-- Site de l'éditeur