List of Tables

Foreword

Table A-1: CASE STUDIES BY SECTION

Chapter 2: The Human Performance Technology Model

Table 2-1: PT SCIENTIFIC FOUNDATION AND EVOLUTION

Table 2-2: GILBERT'S BEHAVIOR ENGINEERING MODEL: OVERVIEW

Table 2-3: JOB APPLICANT WEAKNESSES

Table 2-4: SAMPLE PERFORMANCE OUTCOME INDICATORS

Chapter 3: Performance Analysis

Table 3-1: ANATOMY OF PERFORMANCE

Table 3-2: LINKING ANALYSIS TECHNIQUES TO PURPOSE

Table 3-3: ANALYSIS TECHNIQUES, PURPOSES, AND TOOLS

Table 3-4: ORGANIZATIONAL ANALYSIS COMPONENT OF THE HPT MODEL

Table 3-5: VARIOUS STRATEGIC PLANNING DEFINITIONS

Table 3-6: ENVIRONMENTAL ANALYSIS COMPONENT OF THE HPT MODEL

Table 3-7: GAP ANALYSIS COMPONENT OF THE HPT MODEL

Chapter 4: Cause Analysis

Table 4-1: GILBERT'S BEHAVIOR ENGINEERING MODEL

Table 4-2: BEHAVIOR ENGINEERING MODEL ADAPTATION

Table 4-3: CAUSE ANALYSIS TOOLS

Table 4-4: GILBERT'S BEHAVIOR ENGINEERING MODEL: ENVIRONMENTAL SUPPORT

Table 4-5: GILBERT'S BEHAVIOR ENGINEERING MODEL: REPERTORY OF BEHAVIOR

Chapter 5: Intervention Selection and Design

Table 5-1: LIST OF INTERVENTIONS

Table 5-2: PERFORMANCE SUPPORT INTERVENTIONS COMPONENT OF THE HPT MODEL

Table 5-3: LEARNING LEVELS AND CHARACTERISTICS

Table 5-4: ACTION LEARNING GUIDELINES

Table 5-5: SELF-DIRECTED LEARNING GUIDELINES

Table 5-6: JOB AID VIEWPOINTS

Table 5-7: JOB ANALYSIS/WORK DESIGN INTERVENTIONS COMPONENT OF THE HPT MODEL

Table 5-8: JAPANESE SAFETY APPROACHES

Table 5-9: PERSONAL DEVELOPMENT INTERVENTIONS COMPONENT OF THE HPT MODEL

Table 5-10: TYPICAL CAREER ASSESSMENT INSTRUMENTS

Table 5-11: HUMAN RESOURCE DEVELOPMENT INTERVENTIONS COMPONENT OF THE HPT MODEL

Table 5-12: ORGANIZATIONAL DESIGN AND DEVELOPMENT INTERVENTIONS COMPONENT OF THE HPT MODEL

Table 5-13: ORGANIZATIONAL COMMUNICATION INTERVENTIONS COMPONENT OF THE HPT MODEL

Table 5-14: ADVANTAGES OF INFORMATION SYSTEMS

Table 5-15: CONFLICT RESOLUTION DO'S AND DON'TS

Table 5-16: FINANCIAL SYSTEMS INTERVENTIONS COMPONENT OF THE HPT MODEL

Chapter 6: Intervention Implementation and Change

Table 6-1: GREGORC'S LEARNING STYLES

Table 6-2: POPULATIONS IN AUTOMOTIVE JOB CATEGORIES

Table 6-3: NUMBER OF STUDENTS BY TECHNOLOGY FORMAT

Table 6-4: NUMBER OF MVAC STUDENTS OVER TIME

Chapter 7: Evaluation

Table 7-1: THE FULL SCOPE OF EVALUATION

Table 7-2: OVERVIEW OF EVALUATIONTYPE, PURPOSE, TIMING

Table 7-3: COMPARISON OF THE HPT MODEL AND THE DESSINGER-MOSELEY 360 EVALUATION MODEL

Table 7-4: TRADITIONAL AND ALTERNATIVE FORMATIVE EVALUATION METHODS

Table 7-5: ADVANTAGES AND DISADVANTAGES OF ALTERNATIVE METHODS OF FORMATIVE EVALUATION

Table 7-6: SIX OPTIONS FOR MANAGING THE PERFORMER AND THE PERFORMANCE IMPROVEMENT PACKAGE

Table 7-7: TASKS TO PERFORM DURING CONFIRMATIVE EVALUATION PHASES

Table 7-8: TIMING AND PURPOSE FOR TYPE ONE AND TYPE TWO META EVALUATION

Chapter 8: Performance Technology in the WorkplaceA Word to the Wise

Table 8-1: EVALUATION SYSTEMS AT MARRIOTT INTERNATIONAL - DETROIT

Appendix One: Standards of Performance Technology and CPT Designation Program

Table API-1: KITCHEN CABINET CPT TASK FORCE

Table API-2: How to Use Fundamentals of Performance Technology and Performance Improvement Interventions to Explore the Performance Improvement Standards

Table API-3: How to Use Fundamentals of Performance Technology and Performance Improvement Interventions to Explore the Code of Ethics

Appendix Two: Moving From Theory to Practice: Standards of Performance Technology

Performance Standard 1: FOCUS ON OUTCOMES

Performance Standard 2: TAKE A SYSTEMS VIEW

Performance Standard 3: ADD VALUE

Performance Standard 4: WORK IN PARTNERSHIP WITH CLIENTS AND OTHER SPECIALISTS

Performance Standard 5: BE SYSTEMATICNEEDS OR OPPORTUNITY ANALYSIS

Performance Standard 6: BE SYSTEMATIC-CAUSE ANALYSIS

Performance Standard 7: BE SYSTEMATICDESIGN

Performance Standard 8: BE SYSTEMATICDEVELOPMENT

Performance Standard 9: BE SYSTEMATICIMPLEMENTATION

Performance Standard 10: BE SYSTEMATICEVALUATION