Second edition of a classic--the first edition won book of the year awards from the Society for Human Resource
Management and the International Society for Performance Improvement
Offers a step-by-step approach for ensuring from the outset that performance improvement programs meet organizational
needs
Extensively revised throughout, with numerous updated case studies and a new chapter on documenting and improving
work procedures
Named "book of the year" by both the Society for Human Resource Management and the International Society
for Performance Improvement, Analysis for Improving Performance has established itself as an essential, practical,
and comprehensive guide for defining how people do their jobs. This extensively revised and updated edition provides
the tools for doing the crucial, yet often overlooked, upfront analysis essential to the success of any performance
improvement effort.
Corporations spend millions of dollars on performance improvement, employee training and development, work system
redesign, and other improvement efforts. Much of this money is wasted because the groundwork has not been done
to link these programs to an organization's business needs, goals, and processes. In Analysis for Improving Performance,
Richard A. Swanson offers a systematic approach for doing the rigorous preparatory analysis that is vital to shaping
and developing successful performance improvement efforts. Swanson's methods allow program developers and managers
to define clear objectives, assess a business's unique systems and missions, analyze necessary worker knowledge
and expertise, define the desired performance and evaluation standard, and produce a viable and comprehensive performance
improvement design.
This second edition has been extensively revised throughout and presents expanded concepts and updated cases, as
well as a new chapter on documenting and improving work processes. Augmented by exercises and illustrative examples
and graphics, Analysis for Improving Performance is a complete guide to ensuring that the time, money, and effort
invested in organizational development are well spent.
