HPT Models: An overview of the major models in the field

Abstract

AS THE FIELD of human performance technology (HPT) begins to gain more mainstream attention in the eyes of those charged with improving organizational efficiency, questions arise about how to put these concepts and theories into practice. Several recent articles (Langdon, 2000 ;Chevalier, 2000 ) have described how HPT can be used in an organization. This article aims to identify the major models in the field and examine the ideas and beliefs that have lead to their conception, development, and acceptance.For the purposes of this article, HPT is defined as "a systematic approach to improving productivity and competence, through a process of analysis, intervention selection and design, development, implementation, and evaluation designed to influence human behavior and accomplishment" (International Society for Performance Improvement, 2000 ). The article will focus on HPT as a process that bridges the gap between what is and what should be in human performance systems (Applied Performance Improvement Technology, 2000 ). HPT MODELINGModeling has traditionally been an integral part of the instructional design process. Because many of the early practitioners of HPT came from the field of instructional technology, it is not surprising that HPT process modeling has migrated and evolved from those principles. Gustafson and Branch ( 1997 ) state that "the role of models in instructional design is to provide us with conceptual and communication tools that we can use to visualize, direct, and manage processes" (p. 18). The key concept here is the ability of the individual when looking at any complex activity, to conceptualize a myriad of causal relationships and chart them in some manner that can be communicated to others. A given model's criterion must enable HPT analysts to accurately conceptualize a suspected performance problem in a given business environment. The ability to visualize and then communicate the process logic to others will be the true measurement of any HPT model's effectiveness and suitability for use. Stolovitch and Keeps ( 1992 ) report that early HPT practitioners attempted to use linear instructional design models to describe performance technology processes. These linear models did not always accurately describe the environment or inter-relationships in sophisticated, multifaceted business processes. As a result, the early pioneers in the HPT field began to develop their own unique models. The diversity and complexity of the analyzed environments, coupled with different perspectives and backgrounds of the profession's pioneers, have created a large number of models, many of which are still emerging and evolving.

Gilbert's Behavior Engineering Model: Contemporary support for an established theory

“…The Deterline model positions the performer center stage (Whiteside, 1998); however, factors supporting the performer demonstrate the interplay between behavior and environmental structure, reminiscent of Gilbert's six dimensions (Wilmoth, Prigmore, & Bray, 2004). Wile's (1996) performance model is an integration of internal and external factors related to the performer and the environment.…”

The Human Performance Technology Model Applied to a University Library's Work Efficiency

“…Results from this case study show the value of applying the traditional HPT model for performance improvement in the university library setting and providing implications for practitioners to demonstrate the model's effectiveness and suitability to clients in any environment (Wilmoth, Prigmore, & Bray, 2002).…”

Job Crafting and Performance: Literature Review and Implications for Human Resource Development

“…Based on this review, we suggested several important research gaps and future research directions for HRD scholars. As job design is an important theoretical foundation of the HRD field as well as an HRD intervention (Jacobs, 1990; Swanson, 2001; Wilmoth, Prigmore, & Bray, 2002), HRD researchers and practitioners should aim to build better bridges between job design and HRD. Organizations as well as individuals would benefit from this, as a more integrated understanding of job design and HRD would maximize employees’ well-being, safety, and performance through their crafting of their jobs.…”