ABSTRACT
New rules require a new game plan. More than 80% of today's workforce comprises knowledge-and service-based workers, rendering obsolete the conventional understanding of organizational performance. New work roles require new managerial skills and methods. This innovative book shows how 'new human performance specialists' can mold and construct work situations that enhance performance, productivity, and profits.
The methods go beyond individual improvement and show how to create and sustain work situations that foster high levels of performance.
'Human Performance Consulting' presents a comprehensive framework for designing and implementing highly effective, results-orientated programs that improve employee performance. It gives managers and human-performance professionals proven methods for boosting any organization's workforce productivity and operational performance - and without huge capital expenditures, high-profile programs, and major upheavals.
James Pepitone describes the role of the internal performance consultant and explains how these individuals can add financial value to any organization by guiding human performance improvement. Case studies and examples give you a solid foundation for identifying and diagnosing performance problems.
Step-by-step instructions supply guidelines for working with existing management to make skillful changes that will improve performance and add measurable value.
TABLE OF CONTENTS
chapter
Introduction
part |115 pages
New Opportunities Within Organizations
chapter |17 pages
The Industrial Roots of Performance Improvement
chapter |18 pages
Developments in Organization Science
chapter |31 pages
Knowledge Workers as the Means of Production
chapter |24 pages
Managing to Increase Productivity
chapter |23 pages
Creating Financial Value
part |106 pages
Improving Human Performance
chapter |9 pages
New Perspective on Human Performance
chapter |12 pages
Natural Order in Enterprise Systems
chapter |17 pages
Meed for a New Approach
chapter |33 pages
Don't Just Engineer, Humaneer
chapter |16 pages
Strategies to Assess Performance Challenges
chapter |17 pages
Strategies to Improve Performance
part |53 pages
The Consultant as Instrument