Difference between revisions of "Human performance improvement"
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[2] INTERNATIONAL ATOMIC ENERGY AGENCY, Human Performance Improvement in Organizations: Potential Applications in the Nuclear Industry, IAEA-TECDOC-1479, IAEA, Vienna (2005) | [2] INTERNATIONAL ATOMIC ENERGY AGENCY, Human Performance Improvement in Organizations: Potential Applications in the Nuclear Industry, IAEA-TECDOC-1479, IAEA, Vienna (2005) | ||
| − | [3] W.J. Rothwell: ASTD Models for Human Performance Improvement: Roles, Competencies and Output, ISBN 1-56286-126-3 | + | [3] W.J. Rothwell: ASTD Models for Human Performance Improvement: Roles, Competencies and Output, 1999, Second edition, ISBN-10:1-56286-126-3 |
==Related articles== | ==Related articles== | ||
Revision as of 11:48, 26 December 2013
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Definition
Human performance improvement is The systematic process of discovering and analyzing important human performance gaps, planning for future improvements in human performance, designing and developing cost-effective and ethically justifiable interventions to close performance gaps, implementing the interventions, and evaluating the financial and non-financial results. Source: Process oriented knowledge management for nuclear organizations
Human performance improvement is Template:Human performance improvement 2 Source: Process oriented knowledge management for nuclear organizations
Summary
Description
Human performance improvement (HPI), also referred to as Human performance technology (HPT), is the systematic process of discovering and analysing important human performance gaps, planning for future improvements in human performance, designing and developing cost-effective and ethically justifiable interventions to close performance gaps, implementing the interventions, and evaluating the financial and non-financial results [3].
The International Society for Performance Improvement (ISPI) offers an overview and lists the principles of HPT on their page. Generic models describing HPI have been developed by the ISPI and the American Society for Training and Development (ASTD) (ISPI-model, ASTD-model). These models are generic in the sense of being independent of domain or organization type, and embed HPI into the broader context of Change Management.
In the nuclear domain, adequate use of HPI techniques is one of the key prerequisites for ensuring safety and efficiency of nuclear facilities [1]. Event-free performance in the nuclear industry requires an integrated view of human performance; how well managers, supervisors and facility staff function, the alignment of organizational processes and values in achieving facility operational and safety goals, and the behaviour of individuals.
Considering in particular NPPs, in the past decade significant improvements have been made in both the operational and safety performance of NPPs, although, during that time, the technology has changed very little. Thus, these performance gains have been based upon human performance improvement. In today’s more competitive energy markets there is a need for continual improvement in order to succeed. Thus, looking ahead, continuing to improve human performance is likely to be important in order for nuclear power to both maintain its current contribution to sustainable development while also realizing its potential for the future.
Source: Guide on nuclear knowledge management
References
[1] INTERNATIONAL ATOMIC ENERGY AGENCY, A Systematic Approach to Human Performance Improvement in Nuclear Power Plants: Training Solutions, IAEA-TECDOC-1204, IAEA, Vienna (2001)
[2] INTERNATIONAL ATOMIC ENERGY AGENCY, Human Performance Improvement in Organizations: Potential Applications in the Nuclear Industry, IAEA-TECDOC-1479, IAEA, Vienna (2005)
[3] W.J. Rothwell: ASTD Models for Human Performance Improvement: Roles, Competencies and Output, 1999, Second edition, ISBN-10:1-56286-126-3
