Human Performance Improvement Research Articles

Improvement of human performance in healthcare systems by taking into account physician behavior

PurposeEfficiency standards, similar to industrial measures like overall equipment effectiveness (OEE), are being used in healthcare systems more and more. Performance indicator models applied to machines assume a constant completion time. However, for human resources, the completion time of a task may vary depending on the stress experienced. This study seeks to bridge this gap by integrating the human behavior of the physician into the performance evaluation.Design/methodology/approachThe paper presents a new algorithm called PerfoBalance that is intended to distribute waiting-patient values among doctors. By maximizing each physician’s stress zones, this method helps to improve their performance as a whole. A thorough case study with medical professionals is carried out to confirm the effectiveness of the suggested methodology. The PerfoBalance algorithm is used in a variety of contexts to divide waiting-patient values among doctors and optimize stress zones.FindingsExperimental results demonstrate a significant improvement in physician efficiency when implementing the PerfoBalance algorithm. The algorithm strategically selects stress zones that contribute to higher performance rates for physicians by optimizing waiting-patient values.Originality/valueBy addressing the undervaluation of human performance difficulties in current efficiency models used in the healthcare industry, this research constitutes a significant contribution to the field. With its launch, the PerfoBalance algorithm offers a fresh viewpoint on waiting-patient value allocation and stress zone management in healthcare settings, hence representing a powerful method for increasing physician productivity.

Multiscale Human Activity Recognition and Anticipation Network.

Deep convolutional neural networks have been leveraged to achieve huge improvements in video understanding and human activity recognition performance in the past decade. However, most existing methods focus on activities that have similar time scales, leaving the task of action recognition on multiscale human behaviors less explored. In this study, a two-stream multiscale human activity recognition and anticipation (MS-HARA) network is proposed, which is jointly optimized using a multitask learning method. The MS-HARA network fuses the two streams of the network using an efficient temporal-channel attention (TCA)-based fusion approach to improve the model's representational ability for both temporal and spatial features. We investigate the multiscale human activities from two basic categories, namely, midterm activities and long-term activities. The network is designed to function as part of a real-time processing framework to support interaction and mutual understanding between humans and intelligent machines. It achieves state-of-the-art results on several datasets for different tasks and different application domains. The midterm and long-term action recognition and anticipation performance, as well as the network fusion, are extensively tested to show the efficiency of the proposed network. The results show that the MS-HARA network can easily be extended to different application domains.

Innovation-based Human Resources Performance Improvement Strategy to Support Tourism Recovery at Tourism Village

Research aim: This study aims to analyze the internal and external factors of human resource performance in order to formulate a strategy to improve human resource performance based on innovation in tourism villages in the Magelang area
 Design/Methode/Approach: This research uses a descriptive qualitative approach. Primary data were obtained based on interview data collection methods and participatory observation. SWOT analysis was used as the data analysis method.
 Research Finding: The results showed strategy formulations to improve human resource performance. The proposed strategies become an effort to restore tourism activities in the new normal era after Pandemi Covid-19. 
 Theoretical contribution/Originality: This study identified the internal and external conditions of human resources based on innovation factors.
 Practitioner/Policy Implication: The results give implications to the manager in order to improve human resource performance including increasing the intensity of human resource training and development programs, increasing the competence of human resources to innovate and create an integrated tour package according to the needs of tourists, providing adequate health facilities for human resources, increasing cooperation with other tourism actors, and make a long term of human resource development planning based on innovation.
 Research limitation: This research conducted limited on the tourism villages in the Magelang area as a tourism object. Further research can develop other tourism areas with different characteristic to expand research benefits.

Mentoring Programs in Organizations: An Online Graduate-Level Course Design Case

In this article, I present the design case of a fully online graduate-level course intended to prepare instructional designers and human performance improvement practitioners with an introduction to the knowledge and skills that are foundational for the design and implementation of mentoring systems to improve individuals’ and organizational performance. In addition, the course design case provides an opportunity for instructional designers and faculty instructors to observe how learners can engage in an organizational mentoring systems feasibility study and as mentees in a mentoring relationship, in a fully asynchronous online course. The purpose of these two projects is to provide learners with an experience to reflect upon their personal mentoring systems experiences thereby becoming better informed for future engagement in the design, development, implementation, and maintenance, of an organizational mentoring system that would deliver desired results. Further, the political environment in which the design case took place, the theoretical framework, and instructional sequencing, are made transparent so that other professional instructional designers and instructors can “observe” the decision inputs and immediate outcomes of the design to add to their store of design knowledge.

Job Satisfaction Mediates the Effect of Work Environment and Competence on Performance

This study aims to analyze the influence of the work environment and competence on the performance of education personnel at the Pattimura University Rectorate Office, as well as examine the mediating role of job satisfaction in the relationship between the work environment and competence on performance. The type of research used is explanatory research. The unit of analysis is the education staff of the Rector of Pattimura University. Data collection was carried out by questionnaire, with the number of respondents as many as 57 education personnel from a total population of 130 education personnel. Data collection techniques were interviewed using questionnaire models and observation techniques. The questionnaire contains 34 question items. To test the effect a path analysis tool was used using the SPSS program version 26. The results showed that the work environment affects job satisfaction; In addition, competence affects job satisfaction; These findings suggest that the work environment affects performance. Competence affects performance; Job satisfaction affects performance; Job satisfaction as a mediating variable reinforces the influence of the work environment on performance; Job satisfaction as a mediating variable reinforces the influence of competence on performance. Work environment, competence, and job satisfaction as mediating variables with a coefficient of determination of 79.1% and the remaining 20.9% are explained by other variables outside the model. The results of the path analysis can be concluded that the indirect influence of competence through job satisfaction is an effective path to improve performance. This research has important implications for organizational managers, especially in terms of human resource development and performance improvement.

Examining the impact of varying levels of AI teammate influence on human-AI teams

The implementation of AI teammates is creating a wealth of research that examines how AI teammates impact human-AI teams. However, AI teammates themselves are not static, and their roles and responsibilities in human-AI teams are likely to change as technologies advance in the coming years. As a result of this advancement, AI teammates will gain influence in teams, which refers to their ability to change and manipulate a team’s shared resources. This study uses a mixed-methods experiment to examine how the amount of influence AI teammates have on a team’s shared resources can impact the team outcomes of human teammate performance, teammate perceptions, and whole-team perception. Results indicate that AI teammates that increase their influence on shared resources over time can stagnate the improvement of human performance, but AI teammates that decrease their influence on shared resources can actually encourage humans to improve their own performance. Additionally, AI teammates that are highly influential on shared resources can make humans perceive a greater cognitive workload. However, qualitative results indicate that these impacts on human performance and perception do not consistently impact the acceptance humans form for AI teammates. Rather, humans form acceptance for AI teammates if said AI use its influence to manipulate resources to benefit the personal goals of human teammates. These results have critical implications for human-AI teaming as it shows that the influence AI teammates have on shared resources can be designed in a way that improves human performance. However, future research is going to need to focus more critically on how the personal goals humans have, which may not align with a team’s overall goals, are going to mediate the effectiveness of the AI teammate influence.

Evaluating the Effectiveness of Training Methods on the Performance of Human Resources in Greek Hotel Businesses

The training of human resources in hotel businesses is very important since it is directly related to creating a competitive advantage by improving its performance. The main research objective of the present study is to investigate the effectiveness of training methods with regard to the improvement of human resources performance in hotel businesses. Field research was conducted by collecting quantitative data from 17/3/2022 to 17/5/2022 in Greece through a questionnaire from a "convenience" sample of 135 hotel employees. Exploratory and Confirmatory Factor Analysis was used to analyze the collected data statistically. The improvement of the performance of the human resources of a hotel is related to a mixture of training methods that favor formal and informal learning: Case Studies, Business Games and Mentoring. The results of this study have led a) to the creation and validation of four new Likert-type scales that other researchers in the future can use, and b) to the creation of specialized mixtures of training methods that hotel managers can apply to improve the performance of human resources in specific fields of interest.

The Effectiveness of Human Resources Performance from the Indonesian National Police Organization in Maintaining Regional Security and Public Order in Indonesia

Performance is the contribution level made by employees to the goals of their work units and companies/organizations as a result of their behavior and the implementation of their skills, abilities, and knowledge (Bacal, 2015: 153). The performance of Indonesian National Police (Polri) members is essential in an effort to achieve the goals that have been set following the police vision and mission. Polri makes performance a strategic instrument to measure the ability of its members to carry out their duties based on the laws that have been regulated. This study aims to analyze and describe the effectiveness of the human resources performance of the National Police Organization in maintaining regional security and public order in Indonesia. The results revealed that the improvement of Human Resources performance that the National Police Organization has carried out had not provided optimal results until now. This can be seen from the survey, which states a lower level of public trust in the National Police than in other law enforcement agencies, which is only 66.3%. More of this is due to the high number of disciplinary violations of police members from the 2018-2021 period reaching 8,760 violations. Thus, it impacts the poor image of the police in the community as well as the effectiveness of the performance of organizational human resources in maintaining regional security and community order that needs to be optimally implemented. It is evidenced by the number of crimes that occur in the community is still 34,894 cases in 2021 to all provinces in Indonesia nowadays.

TRANSLATING CORE VALUES INTO ACTIONABLE STRATEGIES

TRANSLATING CORE VALUES INTO ACTIONABLE STRATEGIES

Using a human performance technology and improvement intervention to mitigate human resource business partner skill gaps

Using a human performance technology and improvement intervention to mitigate human resource business partner skill gaps

Managing Human Capital Through the Use of Performance Improvement Plans

Management of human capital through the use of performance management systems and performance improvement plans is of the utmost importance to managers. Employees are the most valuable assets companies possess. Effective management of human capital can have a direct impact on individual and team performance, as well as the success of the business. This paper focuses on the use of the performance improvement plan and its impact on employee performance outside of the progressive disciplinary process. In this paper, we review the existing literature on human capital and performance improvement plans, and make managerial recommendations for the use of performance improvement plans going forward.

K12 Practitioners’ Experiences Implementing Human Performance Improvement: Processes, Products, and Potentials

K12 Practitioners’ Experiences Implementing Human Performance Improvement: Processes, Products, and Potentials

"Human Performance Improvement In the field of Risk Management" Training

"Human Performance Improvement In the field of Risk Management" Training

"Human Performance Improvement In the field of Risk Management" Training

"Human Performance Improvement In the field of Risk Management" Training

Human Resources Performance Improvement Through Motivation, Disipline, Work Environment, and Commitment in PT. Supra Matra Abadi PMKS Aek Nabara

The purpose of this study was to determine the improvement of human resource performance through motivation, work environment discipline and commitment at PT. Supra Matra Abadi PMKS Aek Nabara. The data used in this study is primary data by distributing questionnaires to employees of PT. Supra Matra Abadi PMKS Aek Nabara, Bilah Hulu District, Labuhanbatu Regency. The population in this study was 250 employees. Based on the Slovin formula, the sample size in this study was 89 people as respondents. distribution of questionnaires will be conducted on employees of PT. Supra Matra Abadi PMKS Aek Nabara, Bilah Hulu District, Labuhanbatu Regency. The data is processed in the form of numerical data (numbers) using a Likert scale. Data collection methods in this study were interviews and questionnaires. The data is processed using spss for windows version 20.0. method of data analysis using quantitative methods, namely by using multiple linear regression analysis. The results of the study prove that three variables, namely Motivation, Work Environment Discipline and Commitment have a significant influence on the defended variable, namely the Improvement of Human Resources Performance at PT. Supra Matra Abadi PMKS Aek Nabara.

Human Resources Performance Improvement Through Training During the Covid-19 Pandemic

For human resource management, making improvements to human resources is one of the essential factors to be able to improve and optimize company performance. This increase can then be carried out through the implementation of training, including during the Covid-19 pandemic. This research will then try to see how the performance of human resources can be improved through the implementation of training during the Covid-19 pandemic. This research will be carried out using a qualitative approach as the research method. The results of this study found that the implementation of training was crucial for improving human resources’ performance even though there was a pandemic. In order to reduce the risk of a pandemic, it is necessary to change the training method for improving the performance of appropriate human resources, so that finally the training can carry out its role correctly in enhancing the performance of human resources, and protocols are still followed so that there is no spread of the Covid-19 virus in the future.

Capacity Development-oriented Service Delivery Structures and Programmes: Case Study of a Mineral-rich District Municipality

Bojanala Platinum District Municipality (BPDM), in the North-West Province, South Africa, is endowed with an extractive economy. The District experiences challenges of capacity development of service delivery structures and programmes. It is in this context that this paper examines how local government responses to challenges of capacity development and explores ways in which organisational structures and programmes can be used to overcome these challenges for enhanced service delivery. The theoretical framing of this study underpins capacity development as an enabler of service delivery and incorporates human capital, performance improvement and collaborative participation in the context of local government. The research employed a single case qualitative research approach with a component of descriptive statistics and a sample of 30 municipal senior managers and a social development mine manager. Key findings are that organisational learning and skills development play important roles in enhancing the capacity development of service delivery structures and programmes. It is against these findings that the study recommends the creation of supportive monitoring and evaluation systems to advance the strengthening of functional hybrid governance structures and an organic communication model within a transparent and accountable administrative-political environment.

BACK TO BASICS!

WELCOME TO OUR first issue of the Performance Improvement Journal (PIJ) under our new publisher, Allen Press! This issue also marks my first editorial as editor-in-chief, and of course once again forever grateful to Dr. Nancy Crain Burns, our previous editor-in-chief and ISPI president, whose leadership and guidance continue to drive our society's pursuit of performance excellence. As always, we also express our sincere gratitude and appreciation to our associate editors and contributing authors who offer us such interesting and engaging perspectives from the field.As we endure the sweltering summer of 2022, I want to thank those of you who have been patiently waiting for this issue as we transitioned to our new publisher. With this new issue, we turn the page of our first 60 years as a society and look ahead to what may lie ahead. It is probably a good time to consider the foundational guidance upon which our professional work in performance improvement is built. So let's get back to basics by reviewing our 10 Human Performance Improvement (HPI) Standards. As you review them, ask yourself, how do these 10 Standards fit into my professional practice? Which of these have I found to be most helpful in accomplishing my work?Are there some of these that might need more attention or development among my professional repertoires?Competent practitioners follow the 10 HPI Standards in the practice of human performance technology (HPT). The first four standards are sometimes known as RSVP (how we think):Competent practitioners also follow a systematic process represented by the remaining standards (what we do):These are all available at https://ispi.org/page/CPTStandards. As ISPI moves forward with our collective efforts to further engage our membership, we will be looking to highlight these 10 Standards with our contributing authors as we encourage them to contribute and highlight our standards across the articles we publish. We would love to hear back from our readers to also learn how the authors and their submissions to PIJ have helped you to expand your range of available options for improving human performance. Let us know what you think as you examine their work in each issue's contributions. Here is a brief description of what you will find in this issue.In the second part of their two-part case study, “Linking Learning to Performance—A Sales Case Study: Part II,” Jaime Torchiana and Paul Elliott provide an overall context and analysis of a transformational project to connect learning to quantifiable metrics of performance improvement. What were the salient points as you read through this second part of the article? What questions do you hope might be answered in Part II?Colleen Clampitt and Syed Adeel Ahmed examine the current growth of electric vehicles in Louisiana and use that information to determine if Louisiana has enough infrastructure in place to meet the growing demand in their article, “Electric Vehicle Sales and Infrastructure Analysis.” What might prompt you to consider reaching out to either of these professionals? What benefits would you find most helpful from this type of communication and ensuing relationship?Once again, Judy Hale introduces and interviews two ISPI members so that we can all continue to learn more about our colleagues: thought leader Margo Murray, who serves as president and chief operating officer of MMHA The Managers' Mentor Inc., as well as our very own ISPI President Nancy Crain Burns, who has been leading the charge of our wonderful society over the last 2 years.Lastly, we share Ria Roy's timely reflections on “Empathy as a Panacea to the Great Resignation: Is Our Business Landscape and Its Leaders Capable To Accommodate for Real Empathy? Looking at Fundamentals of the Business Landscape During the Great Resignation.”We are always so grateful to have the opportunity to share diverse perspectives from so many talented and dedicated contributors to the PIJ! We are also thankful to our members and readers who look forward to reviewing the contents of each issue. We also hope we are continuing to engage our membership through our online events and our next annual conference in Virginia in April 2023!Do you have an idea for an article? Have you seen a great presentation that should become an article? Are you a little short on certified performance technologist recertification points? PIJ is actively seeking articles that cross the boundaries of domains, enhance creativity, introduce HPT-related innovations, or simply teach a new HPT tool or method. Readers enjoy seeing the application of performance improvement standards that will inspire them to action. Please submit articles at https://mc.manuscriptcentral.com/pfi.Please send questions to pij@ispi.org. We look forward to seeing your contributions, comments, or questions. Again, thank you for reading!

Reviewing the Human Capital Performance Stimulants of Private Employees in Indonesia: The Role of Job Satisfaction as a Mediator with a Quantitative Approach

The effectiveness of organizations and companies is correlated with human capital performance. Therefore, we require the use of human capital performance as a benchmark for organizations and companies to achieve the vision and mission together. Later, the benchmark will serve as a basis for policymaking on the future maintenance and improvement of human capital performance. This research aims to find out the stimulants that affect the human capital performance of private employees. The quantitative causality approach is used in this study to answer the formulation of research problems and research hypotheses. Next, the researcher tested the hypothesis using Structural Equation Modeling (SEM) based on a variant called Partial Least Square (PLS) and the SmartPLS version 3.0 application as a tool to analyze it. The results of this research conclude that six hypotheses that examine the direct effect of self-leadership, organizational justice, and work environment on work satisfaction obtain positive and significant results. Then self-leadership, teamwork management, and work satisfaction on human capital performance also obtained positive and significant results. In addition, the results of this research also confirm the positive and significant mediating effect of work satisfaction on the indirect impact of self-leadership, organizational justice, and work environment on human capital performance. For further research, the author recommends further researchers develop variables that are suspected to be the main predictors to encourage work satisfaction and human capital performance to provide complete recommendations regarding the development of human resource performance, especially for millennial workers. This study presents a research model related to human capital performance regarding self-leadership, teamwork management, and work satisfaction and the contribution of self-leadership, organizational justice, and work environment to work satisfaction.

Human-exoskeleton coupling dynamics in the swing of lower limb

This paper proposes a new model for the study of lower-limb exoskeletons, which considers both of human and robot’s dynamics with their coupling effects. More specifically, human-exoskeleton interaction is modelled as linear damped springs, with the corresponding coupling coefficients experimentally calibrated by a new experimental platform. In human joint torques, saturation functions are employed to represent loss of wearers’ muscle function, enabling the model applicable for either healthy or unhealthy wearers. This theoretical model is then validated by comparing its responses with the results of an experimental exoskeleton. Thus this validated model is regarded as a solid foundation for the analysis of human-exoskeleton coupling dynamics, based on which we can optimize the control algorithm of exoskeletons, analyse the improvement of human performance, and design comfortable human-exoskeleton interaction.