Cicerone, B., Sassaman, R., & Swinney, J. (2005). The path to improved performance starts with theory a lesson learned from Tom Gilbert. Performance Improvement , 44 (2), 9-14.
Cicerone, Sassaman and Swinney (2005) critically viewed that the success attached to Human Performance Technology (HPT) lies in jeopardy due to the contemporary emphasis on mean and lean methods and organizations. A key lesson learnt is in the connection between the success of efforts and theory of performance to improve organizational performance, the results attained by individual performers and the work processes. It is noted that theories will often guide our observations. Once an observation is made, theories will often be elicited to direct such an observation and thus give it meaning. It is censoriously noted that initial observations of an issue don’t just happen by chance, but they are directed. Chronologically, there is first a menace, and then views that relate to the subject are made, and finally, a theory is developed to provide an explanation to what is observed and cause to the problem.
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Gilbert, T. F. (1978). Human competence—engineering worthy performance. Performance Improvement , 17 (9), 19-27.
The business management concepts are premised on transforming the behavior of organizations and workers. Management of human performance theories is critical in the human resources field. It is essential that incentives at all costs do not reward wrong characteristics and behavior, for instance, an incentive that makes an employee develop shortcuts while doing a specific task. Gilbert (1978) emphasised that employees got to have the correct information, the right resources and the proper incentives. He further noted that in situations that all suitable conditions are put in place for to perform aptly, and they don’t, then that becomes a case of considering the motivation of a worker.
