Subjects in Chapter 2

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Three significant

The need for Analysis in organizations

Organizations need a Human performance analysis in order to achieveits production potential (Rummler &amp Blache, 1999). Quite often,organizations fail to meet their target performance because of theinefficiencies created by the complexity of the organizationstructure and the misgivings of the human resources. Organizationsadopt HPI because unlike other human resource development programs,it is results-based rather than need-based. Organizations use HPI tolink their goals for the human performance. Organizations also useHPI to diagnose factors inhibiting their success and finding possiblesolutions.

In practice, this concept can be applied in organizations that haveremained constant in their performance (Gilbert, 2001). For instance,after the startup phase of an organization, the income thereinsupersedes the expenses therefore leading to profit. The profits keeprising until the organization controls a definite portion of themarket and therefore the profits remain constant. It is at theplateau stage that the organization needs to employ HPI in order tofall back to its former ways of rising profits. Otherwise, without aHIP, the duration between the plateau stage and the decline stage ofthe organization would be extremely short.

Models of analysis by HPI Practitioners

An analyst can use one or more models of analysis. The first model ofanalysis is the Rummler and Blache Model (Rummler &amp Blache,1995). The model evaluates the performance of the organization basedon three axes- the general organization performance, individualperformance, and the performance goals. Gilbert’s three stages ofanalysis has three steps- creating exemplary models of performanceaccomplishment, measuring the deficiencies in human resources, andmethods of improving human performance. Gilbert’s performancematrix merges the three stages of analysis with three levels ofstrategy, policy and tactics (Rothwell et al, 2012). Gilbert’sbehavior engineering model examines two dimensions of analyzing theperformance of an organization. The environment should support humanresources to perform highly and the employees should possess personalattributes that enhance high performance.

In the case study at the beginning of chapter two, the analyst usedGilbert’s three stages of analysis (Rothwell et al, 2012). Theanalyst identified the performance expectations of the schooltransport system, established the deficiencies of the staff membersrunning it and then suggested methods of improving human performance.

The role of an Analyst

The analyst functions as a diagnostic tool. His or her primary dutyis to find the reasons leading to poor performance by the humanresources of an organization (International Atomic energy Agency,2005). The analyst will begin the process by evaluating theperformance of the organization in order to locate a discrepancy. Adiscrepancy occurs when the performance of an organization falls waybelow the target. The analyst evaluates the entire system to root outthe causes of the discrepancies. The most common causes ofdiscrepancies include organizational bureaucracy, lack of clearcommunication channels, and lack of a clear framework to addressissues. The analyst then comes up with a solution to the identifiedproblems.

The analyst’s report is important to the organization, hence theneed for its implementation (Doe, 2009). The report gives theorganization a footpath to high human performance. It is upon theorganization to ensure full implementation of the report. From thecase study in the chapter under scrutiny, the school transport systemtook into consideration the findings of the analyst and its humanperformance improved almost immediately.

References

Doe, S., (2009). Human Performance Improvement handbook. USdepartment of Energy.

Gilbert, T. F. (2001). Human competence—engineering worthyperformance. NSPI journal, 17(9), 19-27.

International Atomic Energy Agency, (2005).Human performanceimprovement in organizations: Potential application for the nuclearindustry. Retrieved from &lthttp://www-pub.iaea.org/MTCD/publications/PDF/te_1479_web.pdf&gt

Rothwell, W. J., Hohne, C. K., &amp King, S. B. (2012). Humanperformance improvement. Routledge.

Rummler, G. A., &ampBrache, A. P. (1995). Improving Performance:How To Manage the White Space on the Organization Chart. TheJossey-Bass Management Series. Jossey-Bass, Inc., 350 SansomeStreet, San Francisco, CA 94104.