“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
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
