Analysis for Improving Performance 2nd Edition

Tools for Diagnosing Organizations and Documenting Workplace Change

By Richard A. Swanson, Richard Swanson

Publication date: 03/01/2008

Bestseller over 25,000+ copies sold

Analysis for Improving Performance
Corporations spend millions of dollars on performance improvement, employee training and development, work system redesign, and other organizational improvement efforts. Much of this money is wasted because the preliminary analysis and diagnosis has not been done to link these programs to an organization's real business needs, goals, and processes.

The truth is that in order for any performance improvement effort
to add value to the organization, deep analysis is required. Analysis for Improving Performance details a systematic approach for doing the rigorous preparatory analysis that is vital to shaping and developing successful performance improvement efforts.

Richard A. Swanson's methods enable program developers and managers to define clear objectives, assess existing systems and missions, analyze worker knowledge and expertise, define desired performance and evaluation standards, and develop a performance improvement plan that will meet the desired performance goals.


This new edition has been extensively revised throughout and presents expanded concepts and updated cases, as well as a new chapter on documenting and improving work processes and documenting process-referenced tasks. Written for take-charge managers, performance improvement specialists, and workers wanting to improve their organizations, Analysis for Improving Performance provides “real-world” knowledge, tools, examples, graphics, and exercises aimed at developing your expertise in diagnosing organizational performance and documenting workplace expertise—the keys to long-term organizational success. In short, it is a complete guide to ensuring that the time, money, and effort you invest in organizational development are well spent.
  • Second edition of a classic--the first edition won book of the year awards from the Society for Human Resource Management and the International Society for Performance Improvement
  • Offers a step-by-step approach for ensuring from the outset that performance improvement programs meet organizational needs
  • Extensively revised throughout, with numerous updated case studies and a new chapter on documenting and improving work procedures

Read more and meet author below


Paperback:
9781576753415

$34.95$17.48

Other Available Formats and Editions

$34.95$17.48


Bulk Discounts
Rights Information


Featured Books



Video Training Course: Managing For People Who Hate Managing

Follow these management styles and gain the tools you need to thrive as a manager.

Video Training Course: Why Motivating People Doesn't Work...and What Does

This video training course is all about why you should stop wasting time trying to motivate others and what you should...

Shakti Leadership (Audio)

Reaching into ancient spiritual and mythical teachings, Nilima Bhat and Raj Sisodia revive a feminine archetype of leadership: generative, cooperative, creative,...

Rethinking Performance Management--A Leaders Guide (Enhanced)

Enhanced executive edition of How Performance Management is Killing Performance – and What to Do About It.

More About This Product

Overview

Corporations spend millions of dollars on performance improvement, employee training and development, work system redesign, and other organizational improvement efforts. Much of this money is wasted because the preliminary analysis and diagnosis has not been done to link these programs to an organization's real business needs, goals, and processes.

The truth is that in order for any performance improvement effort
to add value to the organization, deep analysis is required. Analysis for Improving Performance details a systematic approach for doing the rigorous preparatory analysis that is vital to shaping and developing successful performance improvement efforts.

Richard A. Swanson's methods enable program developers and managers to define clear objectives, assess existing systems and missions, analyze worker knowledge and expertise, define desired performance and evaluation standards, and develop a performance improvement plan that will meet the desired performance goals.


This new edition has been extensively revised throughout and presents expanded concepts and updated cases, as well as a new chapter on documenting and improving work processes and documenting process-referenced tasks. Written for take-charge managers, performance improvement specialists, and workers wanting to improve their organizations, Analysis for Improving Performance provides “real-world” knowledge, tools, examples, graphics, and exercises aimed at developing your expertise in diagnosing organizational performance and documenting workplace expertise—the keys to long-term organizational success. In short, it is a complete guide to ensuring that the time, money, and effort you invest in organizational development are well spent.

  • Second edition of a classic--the first edition won book of the year awards from the Society for Human Resource Management and the International Society for Performance Improvement
  • Offers a step-by-step approach for ensuring from the outset that performance improvement programs meet organizational needs
  • Extensively revised throughout, with numerous updated case studies and a new chapter on documenting and improving work procedures

Back to Top ↑

Meet the Authors


Visit Author Page - Richard A. Swanson



Richard A. Swanson is an internationally recognized authority on organizational change, human resource development, the analysis and evaluation of work behavior, and financial analysis. He has consulted with Arthur Andersen Consulting, AT&T, 3M, CIGNA, Citicorp, General Motors, Honeywell, and many others. He has written and published widely on the subjects of performance and human resource development, and his recent book Analysis for Improving Performance won the Outstanding Instructional Communication Award from the International Society for Performance Improvement and the Society for Human Resource Management Book Award. Swanson is professor and director of the Human Resource Development Research Center at the University of Minnesota and senior partner of Swanson & Associates, Incorporated.


Visit Author Page - Richard Swanson

Back to Top ↑


Table of Contents

Preface

PART ONE Analysis: The Key to Improving Performance
1. Linking Improvement Programs to Important Organizational Goals
2. Theoretical Foundation of Performance Improvement
3. Case Study of Analysis for Performance Improvement

PART TWO Diagnosing Organizational Performance
4. Concepts for Diagnosing Performance
5. The Performance Diagnosis Process
6. Constructing a Performance Improvement Proposal
7. Documenting and Improving Work Processes
8. Data Collection Methods

PART THREE Documenting Workplace Expertise
9. The Nature of Workplace Expertise
10. Documenting Job Descriptions
11. Developing Task Inventories
12. Documenting Process-Reference Tasks
13. Detailing Procedural Tasks
14. Detailing Systems Tasks
15. Detailing Knowledge Tasks

PART FOUR Managing Analysis Work to Improve Performance
16. Organizing and Prioritizing Analysis Work for Maximum Performance Impact
17. From Analysis to Performance Improvement
Appendix
References
Index
About the Author

Back to Top ↑

Endorsements

“Without thorough analysis, workplace performance efforts will most certainly fall short of the organization's intentions and needs. Swanson's methodology hits the mark in providing an insightful view and practical tools for performance and work analysis.”
— Kent Dubbe, Manager of Organization Development and Training, 3M Corporation

Analysis for Improving Performance delivers on its title. We used the diagnosis and documentation tools presented in the book, and the results more than met our expectations. Even after the original need was met, we continued to use them as a means of improving performance.”
— Dan Thorton, CEO and President, Scoville Press

Back to Top ↑