Interventionon Human Performance Technology
Interventionon Human Performance Technology
Interventionas a subject involves selection of necessary involvement to help inaddressing a cause of gap in performance. Intervention integrates theskills of sourcing out for significant results of performance andanalyzing them. In an organization, there is the need to examine theroot causes of a gap then investigate the cause to provide asolution. In this case, the intervention experts have aresponsibility for selecting a variety of skills they hold to enablea process to become successful. As Rothwell, Hohne & King (2012)contend, the skill of selecting intervention involves incorporationof the human performance. As a result, the process realizes the causeof a given problem within the organization. Consequently, after therealization of a performance-inhibiting factor, the change isenabled. Change is allowed by analysis of the effects that anorganization has experienced because of poor performance.
Onthe other hand, integration of alternative intervention againstcriteria is included. Relating to the process of using a criteriamatrix to help solve the current situation in an organization, theintervention specialist needs to create a benchmark, which wouldassist in the realization of the problem. The criteria matrixdisplays the possible causes of a problem in an organization henceallowing the intervention specialist to determine the probable cause(Rothwell et al., 2012). Multiple benchmarks are significant becausethey facilitate identification of other problems hence preventingthem from happening. Decision-making process needs to involve themultiple criteria for analyzing the cause of a problem (Jang, 2008). Intervention specialists prefer the use of multiple criteria becauseit offers a wide range to choose. Decision-making process alsodepends on the intervention specialist’s communication with theother stakeholders.
Lastly,awareness of the dangers and pitfalls involved in the selection ofintervention process is essential. Selection of appropriateintervention method and determination of their viability is importantto solving a problem (Rothwell et al., 2012). This is because anintervention specialist might be in a rush of providing a solution toa problem that creates another problem. Newly developed problemsbecause of inadequate interventions can be more sophisticated tohandle (Aral, Brynjolfsson & Wu, 2012). Therefore, this becomesthe point of concern to the intervention specialist. In adetermination of the method to be used, the intervention specialistneeds to consider the shortcomings and the advantages of eachintervention. The feasibility analysis of the intervention program isessential to the intervention specialist (Rothwell et al., 2012).This is because it enables the specialist to attempt forecast onpossible success. Insufficient knowledge concerning availableintervention might also lead an intervention specialist into makingthe inappropriate decision. Thus, the connection betweenidentification of an intervention process and the development of theprogram to help in solving an issue is important to an organization.
Developmentof an intervention program is a challenging activity for mostindividuals. Application of steps of intervention is necessary to theintervention specialist to ensure that they do not make inappropriatedecisions. Intervention specialists should be reluctant into making adecision (Aral et al., 2012). This is because decisions made out ofrush usually lead to more complex problems that might sabotage theprocess of intervention. For instance in a workplace, an employeemight be characterized by poor occupational ethics. In this way, anemployee might be interested in participating in the activities ofthe organization or lack respect for others. Good managers wouldconsider an application of the intervention skills to help theemployee. The management would summon the employee to understand thereason for a change in behavior. Consequently, the management wouldbe able to realize that an employee is undergoing psychologicaldisorder and provide a solution to them. The solution provided wouldbenefit the employee as well as the other employee who could startshowing the same behavior at work.
Aral,S., Brynjolfsson, E., & Wu, L. (2012). Three-waycomplementarities: Performance pay, human resource analytics, andinformation technology. ManagementScience, 58(5),913-931.
Jang,H. Y. (2008). Themesand issues as reflected in human performance technology literature: Acontent analysis.ProQuest.
Rothwell,W. J., Hohne, C. K., & King, S. B. (2012). Humanperformance improvement.Routledge.