Performance Improvement System: Review Report

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Introduction

Performance improvement system is generally aimed at increasing the possible processes, associated with the particular business sphere. As for the matters of IT sphere, it should be emphasized that the problems may cover not only in business performance, but also in the technological part of the sphere. Thus, the evaluation and learning processes will be regarded from the perspective of possible technical improvement.

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Improvement System

Originally, in order to improve any existing system, there is strong necessity to evaluate the existing performance level, and consider the consequences of improper or incorrect improvement. The most universal and effective system for performance improvement is outlined in Six Sigma principle. (Johnson and Ferstl, 2006) There are five elements of the improvement process:

  • Define. This presupposes the search of the problem, which lowers the final results of the entire performance. As for IT sphere, this may be ineffective use of the equipment, low qualification of the personnel, outdated technical base, improper management of the technical performance, etc.
  • Measure. The mistakes and the results should be measured in order for the further control of the improvement process, and identification whether the improvement is effective or ineffective. Thus, the possible measurement system may include the amount of workers, number of failures and mistakes, response time, time spent for control or mistake checking.
  • Analyze. This is required for defining the cause and effect relations, associated with the matters of improvement procedures. Thus, while the qualification improvement of the personnel will cause the more effective service, this will require additional time and salary for them, thus, causing the additional expenses. Consequently, all the improvement processes should be properly analyzed.
  • Improve. The possible problems of the IT sphere, outlined in “Define” part of the analysis, may have the following solutions: increase of the personnel size, qualification improvement training, technical improvement of the equipment, definition of the precise delegation structure.
  • Control. The final step of the performance improvement system is closely associated with the further control of the process, and avoiding possible correlations of the results.

Considering all the possible improvement processes, it should be stated that the original value of the improvement is the precise focusing on the results. Thus, as it is state din Brown (2008, p. 289):

Examples of performance technology tools include performance analysis instruments, cause analysis processes, traditional and technology-assisted learning interventions, change management techniques, follow up protocols and evaluation instruments. Performance technology is often referred to as human performance technology (HPT).

Thus, the entire process improvement strategy will require the definition of the elements and components, which require improvement, and the clear statement of the aims of the improvement, with definitely measured results and the values of business strategy. Nevertheless, there is strong necessity to consider the strategic objectives, and define the possible changes in these objectives after the implementation of the improvement processes. (Scott, 2003)

Conclusion

Finally, it should be emphasized that the performance improvement system, and all the elements of the system, which are required for the IT sphere management are closely associated with the key requirements of the sphere. Thus, while the most important aspects of IT activity are technical performance and effective use of the technical capacities, the key accent should be made on these factors of process improvement.

Reference

Brown, M. G. (2008) Baldrige Award Winning Quality: How to Interpret the Baldrige Criteria for Performance Excellence. Productivity Press

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Johnson, J. W., & Ferstl, K. L. (2006). The Effects of Interrater and Self-other Agreement on Performance Improvement Following Upward Feedback. Personnel Psychology, 52(2), 271

Scott, W. (2003). Performance Improvement Interventions: Their Similarities and Differences. The Journal for Quality and Participation, 26(1), 26

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IvyPanda. (2021) 'Performance Improvement System: Review'. 16 December.

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IvyPanda. 2021. "Performance Improvement System: Review." December 16, 2021. https://ivypanda.com/essays/performance-improvement-system-review/.

1. IvyPanda. "Performance Improvement System: Review." December 16, 2021. https://ivypanda.com/essays/performance-improvement-system-review/.


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IvyPanda. "Performance Improvement System: Review." December 16, 2021. https://ivypanda.com/essays/performance-improvement-system-review/.

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