Report on Human Performance Improvement

First Chapter: In the first chapter, it has been explained that employee engagement is a very broad term and it touches not only human resource management but also human performance improvement. If every part of human resource and performance improvement is not addressed in a valid and appropriate manner, workers are not successful in engaging themselves in response to such mismanagement. The construct of human performance improvement is developed on earlier concepts like employee commitment, citizenship behavior, and job satisfaction. Although it is not associated ad encompasses these ideas, human performance improvement is broader in scope and sense. I have understood the relation of human performance improvement with employee engagement.

Second Chapter: Meanwhile, employee engagement a stronger powerful predictor of beneficial organization performance and human performance improvement showing a two-way relation between employee and employer in comparison to the three constructions including citizenship behavior, employee commitment, and job satisfaction. Engaged workers are attached emotionally to their company and are involved highly in their job with a heightened enthusiasm for efficiency and success of their employer. In this chapter, I got to know the importance of employee engagement in businesses.

Third Chapter: Moving on, it has been explained that a positive relationship has been identified between human performance improvement and employee engagement. It has been found by studies that with an increment in employee engagement, organizational performance increases. This performance includes customer safety and loyalty, profitability, productivity, and employee retention. It also indicated by studies that with the engagement of workers, the possibility of higher revenue growth increases. I have come to understand the benefits of human performance improvement and employee engagement.

Fourth Chapter: In the end, it has been explained that according to literature, human performance improvement is linked closely to employee engagement which in turn is correlated with organizational performance. Organizations with engaged workers have higher retention of workers due to reduced turnover and decreased intention of leaving the firm, customer satisfaction, growth, profitability, and productivity. Studies also suggest that organizations that lack it suffer from adverse results. This chapter summed the results and concluded that most successful organizations critically focus on hum performance improvement (Markos & Sridevi, 2010).

Justifying Human Performance Improvement Interventions

First Chapter: At first, it has been explained in the article that it is tough for the business leaders of the US to open a newspaper or even read a journal without having to see the warning that their competitive edge lies in the knowledge of their employed people. Gurus exclaim that investment should be put in people and it will result in profits and survival. Still, when they ask their HR or human resource specialists to provide them with the proposals for increasing the human capital wealth of the firm, they are filled generally with unclear claims of lower net costs and increased competition. Frequently, they are ineffective because these proposals don't have a substantial financial analysis on which a decision can be justified by the organization. The most significant analysis that can be provided by an HR professional to a CFO is NPV or net present value analysis for HPI or human performance improvement interventions advocated by her or him. In this chapter, I have understood that human capital wealth relies strongly on HR proposals.

Second Chapter: Moving on, it has been explained that HPI projects have the tendency of having a reputation about being tough in justification. In spite of the imperative for improving performance and productivity, even proficient analysts of HPI can find insufficient and weak support in an executive suite. Business pressure is faced by many executive managers that are working against decisions with the horizons of a long time, regardless of the eventual return. And other business areas with patterns of long-standing investment have more sophistication and experience in presenting their case of business to different executive managers. As a result, they are perceived as more significant. I have come to understand the fact that projects of human performance improvement tend to be complex and it is important for the HR specialists to be careful while developing a program.

Third Chapter: In the end, it has again been exclaimed that investments of HPI are tough to justify and even skillful managers can find insufficient support in the prevalent executive suite in spite of the imperative to improve employee productivity and knowledge assets. A strong presence is shown by executives for investments that affect items of balance-sheet directly. After reading this chapter, I have come to understand that senior employees often resist the programs of human performance improvement (Humphress & Berge, 2006).

        I have chosen both of these articles because they are related to human performance improvement and I have been intrigued by HPI for a long time now. My concepts have been clarified by these articles and I have come to an understanding that HPI really has a positive relationship with employee engagement.

References of Human Performance Improvement

Humphreys, R., & Berge, Z. L. (2006). Justifying human performance improvement interventions. Performance Improvement, 45(7).

Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International journal of business and management, 5(12).