Human Performance System( HPS)

Human Performance System( HPS)
Order Description

The assignment information:
Assessment 3: Individual Case Study
Worth: 30%. A detailed marking scale will be provided in class.
General Instruction for the assignment:
Word Count: 1,500 to 2,000 words. The emphasis is on application of the humanperformance system and models to improve the efficiency and effectiveness of the worksituation.
All managers are required to apply practices that maintain the performance of employees in allprocesses being executed throughout the organization. A human performance systemsapproach focuses on how management obtains consistent, high performance behaviours outof employees who are performing processes.
This assignment requires you to apply the concepts of human performance systems thinking toa process that you have some responsibility for (involvement) in your organization. Thoughtwill need to be given to the following questions:
How can the performance of an individual/a group be improved (and therefore processperformance) through the application of the elements of human performance systems?
To what extent is performance (and process) improvement attributable to the behaviour of theemployee/group of employees or attributable to the manager/management of theemployee/group of employees?
The assignment also requires application of some models and techniques taught inclass including balance of consequences, behaviour observation scales, jobresponsibility charts and process accountability matrices to the interaction ofpeople and a process in your organisation.
The assignment should be double spaced and appropriately referenced.

This is additional information has been sent to me by the supervisor that I need it to be consider:
Hello everyone
In my wrap-up about the requirements for Assignment Three last Wednesday afternoon I made some comments concerning referencing. I accept that there may be some ambiguity between what was said and the Marking Feedback Sheet provided for this assignment.
I thought that the point I was making was that the Assignment was not an academic exercise and referencing such as was required for the Research Assignment was not required in this instance. However, I accept that this could have been interpreted as ‘no references were required’.
Where either another person’s work is referred to, such as the author of a model, tool or technique, or a company document is either referred to or attached as an appendix then clearly these should be referenced as that person’s or organistion’s intellectual property.
However, the body of the work in this assignment will be based on your own application of the models, tools or techniques and your own commentary about the degree of fit and interpretation of the suitability, outcomes and findings and conclusions. I do not expect you to find academic references in support of these commentaries, findings and conclusions.
Please accept my apologies if you were misled.
Assignment structure:
• Information about Question 1
• Information about Question 1
• HPS Models
• Conclusion

Please use the all information in tables, qualitative and quantitative questions below as an appendix. (I do not need it to be counted in the words count for the assignment just explain what information you get from it)

Question 1:
1. Technique used propably:
• rewards and punishment systems (gives over time for the worker)
• give a day off for the worker
• permition or level upgrades for the employee does the work very well.

2. Use the diagram (Diagram 1) which is the performance system template (please complete the gaps first)

Question 2:
1. The behavior observation scale (BOS)
Please consider the worker representative behavior on the job in the past rating period. Read each answer carefully.
Then circle the number that you believe it the right answer.
Worker productivity:
• Review individual productivity results with manager.
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Before you start any project on ducting system are there enoughexplanations about the drawing or your task from your supervisor?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Are there delay in the previous projects on ducted air conditions system?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A
• How often the rewards and punishments systems been used in your company?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Do you think the system of rewards and punishments into your company is enough to motivate the employees?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Do you think the company does enough effort to prevent the delay on ducted air conditions system?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Do you think the unskilled labors are the main reason of the delay on ducted air conditions system?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Do you think the company can provide more training program in this area?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A
(it is clear there is delay caused by the humen performance, so depend on the pervious statement, please answer the following questions)
2. Qualitative questions:
• Do you think there is a delays on ducted air conditions system and why?
• What is the mean reason in delay of ducted air conditions system? Is the problem can be controlled or not?
• If delay on ducting system occurs Does the company take sufficient measures to prevent it? Are there any punishments or rewards?
• From your prespective, what do think the solutions that can be used in terms of preventing the delay?
3. My observation:
• The delay is clear in the following areas: building 101 and 104 which are under my supervision in ducting system.
• Many technicians are not qualified to do the job.
• Safety tools do not been used appropiatly by some staff which make the level of injuries high.

Question 3:
1. Job responsibility charts: (use the following reference)
Rummler G.A., Brache A.P., (1995) Improving Performance: How to manage the white space on the organisation chart. (2nd edition) Prentice Hall. (Page 150-155)
2. Process accountability matrices to the interaction of people and a process in your organisation: (use the pdf 1. From page 12 to the end)
Note: We were 3 Mechanical engineers doing the same tasks in the project. (Which provide more conflicts in the working area because each one gives different instruction to the duct technicians).

find the cost of your paper

Human Performance System( HPS)

Human Performance System( HPS)
Order Description

The assignment information:
Assessment 3: Individual Case Study
Worth: 30%. A detailed marking scale will be provided in class.
General Instruction for the assignment:
Word Count: 1,500 to 2,000 words. The emphasis is on application of the humanperformance system and models to improve the efficiency and effectiveness of the worksituation.
All managers are required to apply practices that maintain the performance of employees in allprocesses being executed throughout the organization. A human performance systemsapproach focuses on how management obtains consistent, high performance behaviours outof employees who are performing processes.
This assignment requires you to apply the concepts of human performance systems thinking toa process that you have some responsibility for (involvement) in your organization. Thoughtwill need to be given to the following questions:
How can the performance of an individual/a group be improved (and therefore processperformance) through the application of the elements of human performance systems?
To what extent is performance (and process) improvement attributable to the behaviour of theemployee/group of employees or attributable to the manager/management of theemployee/group of employees?
The assignment also requires application of some models and techniques taught inclass including balance of consequences, behaviour observation scales, jobresponsibility charts and process accountability matrices to the interaction ofpeople and a process in your organisation.
The assignment should be double spaced and appropriately referenced.

This is additional information has been sent to me by the supervisor that I need it to be consider:
Hello everyone
In my wrap-up about the requirements for Assignment Three last Wednesday afternoon I made some comments concerning referencing. I accept that there may be some ambiguity between what was said and the Marking Feedback Sheet provided for this assignment.
I thought that the point I was making was that the Assignment was not an academic exercise and referencing such as was required for the Research Assignment was not required in this instance. However, I accept that this could have been interpreted as ‘no references were required’.
Where either another person’s work is referred to, such as the author of a model, tool or technique, or a company document is either referred to or attached as an appendix then clearly these should be referenced as that person’s or organistion’s intellectual property.
However, the body of the work in this assignment will be based on your own application of the models, tools or techniques and your own commentary about the degree of fit and interpretation of the suitability, outcomes and findings and conclusions. I do not expect you to find academic references in support of these commentaries, findings and conclusions.
Please accept my apologies if you were misled.
Assignment structure:
• Information about Question 1
• Information about Question 1
• HPS Models
• Conclusion

Please use the all information in tables, qualitative and quantitative questions below as an appendix. (I do not need it to be counted in the words count for the assignment just explain what information you get from it)

Question 1:
1. Technique used propably:
• rewards and punishment systems (gives over time for the worker)
• give a day off for the worker
• permition or level upgrades for the employee does the work very well.

2. Use the diagram (Diagram 1) which is the performance system template (please complete the gaps first)

Question 2:
1. The behavior observation scale (BOS)
Please consider the worker representative behavior on the job in the past rating period. Read each answer carefully.
Then circle the number that you believe it the right answer.
Worker productivity:
• Review individual productivity results with manager.
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Before you start any project on ducting system are there enoughexplanations about the drawing or your task from your supervisor?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Are there delay in the previous projects on ducted air conditions system?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A
• How often the rewards and punishments systems been used in your company?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Do you think the system of rewards and punishments into your company is enough to motivate the employees?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Do you think the company does enough effort to prevent the delay on ducted air conditions system?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Do you think the unskilled labors are the main reason of the delay on ducted air conditions system?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A

• Do you think the company can provide more training program in this area?
Almost never seldom sometimes Frequently Almost always N/A
1 2 3 4 5 N/A
(it is clear there is delay caused by the humen performance, so depend on the pervious statement, please answer the following questions)
2. Qualitative questions:
• Do you think there is a delays on ducted air conditions system and why?
• What is the mean reason in delay of ducted air conditions system? Is the problem can be controlled or not?
• If delay on ducting system occurs Does the company take sufficient measures to prevent it? Are there any punishments or rewards?
• From your prespective, what do think the solutions that can be used in terms of preventing the delay?
3. My observation:
• The delay is clear in the following areas: building 101 and 104 which are under my supervision in ducting system.
• Many technicians are not qualified to do the job.
• Safety tools do not been used appropiatly by some staff which make the level of injuries high.

Question 3:
1. Job responsibility charts: (use the following reference)
Rummler G.A., Brache A.P., (1995) Improving Performance: How to manage the white space on the organisation chart. (2nd edition) Prentice Hall. (Page 150-155)
2. Process accountability matrices to the interaction of people and a process in your organisation: (use the pdf 1. From page 12 to the end)
Note: We were 3 Mechanical engineers doing the same tasks in the project. (Which provide more conflicts in the working area because each one gives different instruction to the duct technicians).

find the cost of your paper