Results: How to Assess Performance, Learning, and Perceptions in Organizations

Front Cover
Berrett-Koehler Publishers, 1999 - Business & Economics - 282 pages
From the author of Analysis for Improving Performance, winner of the 1995 Outstanding Instructional Communication Award from the International Society for Performance Improvement and the 1995 Society for Human Resource Management Book Award
This book presents a practical guide to building a successful, competitive, and cost-effective HRD practice that meets customers' needs. Results teaches readers a highly effective, easy-to-learn, field tested system for assessing organizational results within three domains- performance (system and financial), learning (knowledge and expertise), and perceptions (participant and stakeholder).
Why measure results in HRD? Because the "corporate school" and "human relations" models of HRD practice, whereby development occurs simply because it is good for employees, no longer works. If HRD is to be a core organizational process, it must act like one and hold itself accountable. Measuring results, particularly bottom-line performance results, is key to gaining support from top management. And those who measure results ultimately find it a source of program improvement and innovation as well as pride and satisfaction.
While Results is theoretically sound, it is firmly rooted in practice, offering a core five-step assessment process that gives readers a simple and direct journey from analysis inputs to decision outputs. Whether they have assessment tools but no theory, theory but no tools, or no tools and no theory, this book will equip them to quickly and effectively assess their results.

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An Assessment System That Works
Core Concepts of the Results Assessment System
Sales Communication Case Study
Planning Results Assessments
Practical and Credible Assessment of Results
Developing Measures of Results
Performance Results Measuring System Outcomes
CHAMTER Performance Results Measuring Financial Outcomes
Reporting Assessment Findings
Results Assessment Practices
Critical Outcome Technique
Auditing Program Practices and Effectiveness
Certification of Core Expertise
Assessing Performance Drivers The Learning Organization Quality Improvement and Management Development
Implementing the Results Assessment System
Plotting the Journey to Results Assessment

Learning Results Measuring Knowledge and Expertise Outcomes
Perception Results Measuring Participant and Stakeholder Outcomes
Getting Started

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About the author (1999)

Richard A. Swanson is a professor of human resource development at the University of Minnesota. His research has focused on organizational performance improvement, results assessment, and the strategic roles of human resource development. Swanson has authored many books and articles and his recent work has delved into theory development research. He received a Distinguished Alumni Award from the University of Illinois and has been inducted into both the International Adult and Continuing Education Hall of Fame and the Human Resource Development Scholar Hall of Fame.
Elwood F. Holton III is the Jones S. Davis Distinguished Professor of Human Resource, Leadership, and Organization Development in the School of Human Resource Education at Louisiana State University, where he coordinates degree programs in human resource and leadership development. His research focuses on improving human systems and performance in organizations. He has been elected to the International Adult and Continuing Education Hall of Fame, was the founding editor of Human Resource Development Review, and is a past president of the Academy of Human Resource Development.

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