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Turning Research into Results : A Guide to Selecting the Right Performance Solutions by Richard E. Clark and Fred Estes (2008, Trade Paperback)

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Turning Research into Results : A Guide to Selecting the Right Performance Solutions, Paperback by Clarke, Richard E.; Estes, Fred, ISBN 1593119917, ISBN-13 9781593119911, Brand New, Free shipping in the US

About this product

Product Identifiers

PublisherInformation Age Publishing, Incorporated

ISBN-101593119917

ISBN-139781593119911

eBay Product ID (ePID)70377644

Product Key Features

Number of Pages220 Pages

LanguageEnglish

Publication NameTurning Research Into Results : a Guide to Selecting the Right Performance Solutions

Publication Year2008

SubjectHuman Resources & Personnel Management, Research, Homeschooling

TypeTextbook

AuthorRichard E. Clark, Fred Estes

Subject AreaSocial Science, Education, Business & Economics

FormatTrade Paperback

Dimensions

Item Height0.5 in

Item Weight13.8 Oz

Item Length10 in

Item Width7 in

Additional Product Features

Intended AudienceScholarly & Professional

Dewey Edition21

Dewey Decimal658.3/125

SynopsisThis book presents solid, current research that forms the basis for ways to "engineer" maximum performance and ways to select products that reflect the best research and evaluation. The authors have drawn on "what is known" from only the most important research findings and solid evaluation studies. This research lays the foundation on which to build a solid framework for improving performance and organizational effectiveness and forms the basis for recommendations. A reference section provides the sources for those wishing to dig deeper into the research. A secondary aim of the book is to describe, "what is known to be unknown" about ways to enhance peoples work performance. This area marks the frontier of knowledge, a land of both risk and opportunity. There is risk because our knowledge in this area is incomplete or inadequately tested. Yet there is opportunity here to learn more and contribute to knowledge. As in the Old West of the American frontier, where the pioneers precede the mapmakers and engineers, practitioners in organizations must work daily with problems where the state of knowledge is incomplete. The book attempts to post signs at these performance improvement frontiers., This book offers research-based methods to enhance performance and select effective products. It separates fads from proven solutions, provides guidelines for diagnosing performance gaps, and includes case studies. It also addresses evaluation flaws and offers a model for motivated performance., This book presents solid, current research that forms the basis for ways to "engineer" maximum performance and ways to select products that reflect the best research and evaluation. The authors have drawn on "what is known" from only the most important research findings and solid evaluation studies. This research lays the foundation on which to build a solid framework for improving performance and organizational effectiveness and forms the basis for recommendations. A reference section provides the sources for those wishing to dig deeper into the research. A secondary aim of the book is to describe, "what is known to be unknown" about ways to enhance peoples work performance. This area marks the frontier of knowledge,a land of both risk and opportunity. There is risk because our knowledge in this area is incomplete or inadequately tested. Yet there is opportunity here to learn more and contribute to knowledge. As in the Old West of the American frontier, where the pioneers precede the mapmakers and engineers, practitioners in organizations must work daily with problems where the state of knowledge is incomplete. The book attempts to post signs at these performance improvement frontiers., The goal of This book is to describe how you can adopt the results of solid performance research and turn it into practical, and cost-beneficial performance results for your organization. A review of this book by Dr. Brenda Sugrue (currently Director of Instructional Systems for Ford Motor Company-formerly a training manager for IBM and a professor at the University of Iowa) described it in the following way: This book is all you need to understand the process of performance improvement in organizations, and the "active ingredients" that impact performance. The book separates the snake oil and fads from solutions that are supported by research. It gives clear and research-based guidelines for diagnosing the causes of performance gaps and selecting solutions for knowledge, motivation, and organizational problems. Case studies illustrate the application of the model and rules. In addition, the book describes how to reliably and validly evaluate the effects of performance solutions and identifies flaws in some common approaches to evaluation. The book answers the kinds of "why" and "what if " questions that rarely get addressed. It includes a powerful model of motivated performance that can be used to address any motivational problems. (It provides the reader with) the arguments and references to support organizational development and training practices and also the arguments and evidence to abandon practices that have been shown to either be ineffective or to do more harm than good. If you want to understand why what you are doing works (or doesn't work), you need to read this book. It is unlike any other to date in the field of performance improvement and training. It takes the profession to a higher level and is a must for anyone working in the area of organizational development, performance improvement, or training.

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