Performance Improvement

This week we will discuss the importance of performance improvement within the workplace. This is an essential topic when considering the success of an organization. Performance improvement is defined as the measurement of output of a business process. The process is then modified in order to increase the output and/or increase efficiency or effectiveness of the process. Performance improvement can be used at an individual level or at an organizational level which makes this an effective tool in generating organizational success (Moseley & Dessigner, 2009).  Performance improvement is considered to be an organizational change where management puts a program into place in order to measure the current level of performance throughout the organization. This allows management to develop ideas that can modify organizational behavior and infrastructure. The end result aims to be higher output, effectiveness, and efficiency. In addition, organizational efficacy may be improved as the measurements can look at goals and objectives that need improvement.  In the workplace, human performance can often be improved by engaging employees in a rewarding experience. By rewarding an employee, behavior can be modified to motivate the employees to become more productive. When an employee is motivated, it is easier to direct them towards the goal of the organization which ultimately leads to success. Rewards do not always have to be monetary. Organizational or departmental competitions might be one way to motivate an employee. Time off, gift cards, and flex time are examples of non-cash rewards that might motivate an individual within the workplace. The goal is to connect the employees with the rewards as a means of being successful in performance improvement.  Return on Investment, or ROI, in training and development can be defined as a means of measuring the economic return that has been generated from an investment as a result of a training program. The returns are then compared against the cost of the program in order to achieve an annual rate for return on the investment. So, you might be wondering what this has to do with performance overall. The answer is simple, ROI is about judging the investment based on training and development. Customer complaints and returns are also a measurement in ROI which in the end, gives a solid measurement of the success of a program and/or product. If the program can boost the bottom line, you have a solid program. If not, it’s time to reconsider, make changes, and move forward (Moseley & Dessigner, 2009).  Now that you understanding performance improvement and the importance of the return on investment, it is important to discuss performance testing. After all, this is necessary as it works hand-in-hand with the above. Performance tests require an individual to perform a task while an evaluator observes. The performance test will test the workplace processes to ensure accuracy, efficiency, and reliability. A performance test is real-time and allows for immediate feedback from the evaluator. In the instance a task is not working properly, the evaluation will provide ideas for improvement. In addition, once feedback is received, the task can be performed again with the improvements to determine efficiency and the cycle continues until success occurs.  There are two steps in designing a performance test, which is important to understand. Design and development are essential in the design of the performance test. Design synthesizes analysis data and then specifies a solution. Development builds several testing scenarios in order to determine the best output. Designing is typically the first step and development follows. By doing this, you have an opportunity at trial and error to ensure that the performance testing conducted gives you the most bang for your buck. In the end, you will find the greatest results to ensure that the performance is meeting organizational and industrial standards creating a productive and profitable organization. Resources: Mosele, J. & Dessinger, J. (2009). Handbook of Improving Performance in the Workplace. (Volume 3). Pfeiffer-Wiley

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