Advancing the Knowledge Base Toward A Comprehensive Model Part 2: A Holistic Approach to Performance Improvement Practices

This study, the second part of a series of research on advancing the knowledge base toward a comprehensive performance model, discusses the implications on how a theoretically and empirically tested model is put into practice in a more specific way in the light of the three aspects of human resource cognate fields: human performance technology, human resource management, and human resource development. In the first part of this series of research on advancing the knowledge base toward a comprehensive model, we developed a comprehensive framework for a human performance (HP) model by synthesizing the existing HP models in the human performance technology (HPT) field and tested the proposed comprehensive performance model with empirical data. Empirical evidence on the comprehensive HP model in the study strengthens a theoretical basis of the HP model and encourages performance technologists to trust and apply the model to the workplace. Stolovitch (2007) notes that “HPT practices are clearly founded on sound theoretical constructs, scientifically derived evidence, and respectable, well-documented professional precedent” (p. 7). Based on the findings of the model testing, this second part of the study will discuss the implications on how the theoretically and empirically tested model is put into practice in a more specific way in terms of the three aspects of human resource cognate fields: (a) the HPT perspective, (b) the human resource management (HRM) perspective, and (c) the human resource development (HRD) perspective. The HPT Perspective: HPT Model Testing and the Practical Use of the Model The findings of this study contribute to HPT theory or model building in that: (a) for the first time in the HPT field, empirical evidence is provided that the HP model works in the real world; (b) it is a comprehensive HP model; (c) it confirms the seven first-order factors, as well as second-order factors, which both influence performance; and (d) it demonstrates that human behavior (HB) plays a mediating role in the relationship between performance support systems (PSS) and performance. Implications for Utilization of the HP Model in the Workplace Although many great theoretical frameworks for performance have been developed in HPT, the utility of the HP model to the real world has remained questionable because of the lack of empirical evidence to support the model and its elements. The first part of the study empirically tested the comprehensive HP model with first-order and second-order factors. The HPT field is still a relatively young science, and thus much empirical research needs to be conducted to test and build HPT theories and models (Sugrue, 2004) because empirical evidence is how we support these theories and models and provides rationale for practitioners to trust and apply those theories and models. Findings and results for the HP model proposed in this study should encourage HPT professionals to utilize this model in the context of these various work settings by providing empirical evidence to support its theoretical framework and practicality in the workplace. Implications for a Comprehensive Framework for Performance Improvement This study sought to develop and test the comprehensive framework of the HP model. Many scholars have expressed the need for comprehensive systems of various performance practices to overcome the limitations of most efforts to practice performance improvement, which have been fragmented rather than systemic (Becker & Huselid, 1998; Bichelmeyer & Horvitz, 2006; Bowen & Ostroff, 2004; Kling, 1995; Wile, 1996). The model testing in this study applies a systems view to the comprehensive HP model that contains both system factors (e.g., PSS representing environmental elements [EE], organization systems [OS], tools/resources [T/R], and incentives [INC]) and human This is an author-produced, peer-reviewed version of this article. The final, definitive version of this document can be found online at Performance Improvement, published by Wiley on behalf of the International Society for Performance Improvement. Copyright restrictions may apply. doi: 10.1002/pfi.21901