Measurement and Reporting

Measurement and Reporting

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Measurement and Reporting

Introduction

Measurement and reporting help manage the organization by using technology in human resource projects for growth and sustainability. It enables the company to evaluate its human resource performance to identify its strength and weaknesses. It also creates a paradigm through which the management can quickly achieve the vision and mission by exhibiting the contemporary managerial and reporting frameworks. This paper presents how utilizing the results of evaluation assists in improving human performance technology projects. It also presents the significance of the shift to outcome measurement, impact evaluation, and sustainability from an administrative process. The paper also describes stakeholder analysis and evaluation plans, five evaluation and measurement plans within the workplace and effective measures of reaction, learning, and confidence that might be utilized in the evaluation process within the workplace.

How Evaluation Result can Improve Human Performance Technology Project

Evaluation results have accelerated human performance technology projects by creating a systematic approach to creativity and innovative measures. As such, it has several ways to improve human performance projects. Majorly, it has supported the evaluation of changes that enables the use of technology sustainable to the technological project needs. It also acts as a baseline data that allows the technology to find guidelines through which secure human resource project information storage gets exhibited. Consequently, evaluation results provide feedback for future references through the use of automated machines and artificial intelligence in technological projects (Wickens et al., 2021). Moreover, the changes can be easily implemented using the evaluation result in the human resource performance project. The implementation of changes gets based on using the current development to target the vision and mission of the human resource technological project. Most importantly, the evaluation result of the human resource technology project provides the relative evaluation of the complementary solutions that may affect the human-performing technology project. The solutions enable the project to take the accelerating motive of implementing the recent technological initiative toward the business’s success (Wickens et al., 2021). Furthermore, the evaluation result creates a framework for the profitable management of a project using the technological initiatives that currently define the rapidly growing projects.

The Importance of the Shift To Outcome Measurement and its Impact on Evaluation and Sustainability from an Administrative Process

The shift to outcome measurement is a framework that enables non-profit organizations to measure the effort outcomes. In the evaluation process, the transition to outcome creates financial accountability. The accountability gets derived from how the organization documents the fund expenditures. The eligibility in financial documentation creates an environment through which all resources used by the organization are accounted for and easily traced by the management (Callahan & Kloby, 2009). Accountability has also been enhanced by creating welfare through which the members can quickly implement the social well-being of an individual and the general society. By evaluating the shift to the outcome, the non-profit organization can easily adhere to the quality standard in service delivery. For instance, the delivery issues like staff qualification, record keeping, confidentiality protection and specific service delivery practices are enhanced using the shift to outcome measurement. Most importantly, the change to the outcome has enhanced client satisfaction for the sustainability from one administrative process through quality assurance practices, courteousness, timeliness and cultural accessibility. Furthermore, a shift to effect enhances sustainability through determining the key performance indicators that define and outlines the inputs, services, total cost and human resource rationing.

How Stakeholder Analysis and the Development of Logic Models are Related to an Evaluation Plan

The success of an organization gets determined by the stakeholders’ need to improve the organization’s performance through investment and marketing. For the improvement to occur, the stakeholder analysis and the development of logic models must be considered by the management of an organization to implement the plans and evaluation processes effectively. As such, the stakeholder analysis and logic models’ development are related to evaluation plans in several ways (Smith et al., 2020). Stakeholder analysis enhances the specification of the pragmatic activities about output, long-term program outcomes and the short, middle and results of business plans the same way the evaluation plans determine the short, intermediate and long-term business results. Also, the logic modelling process uses the evaluation plan to draw a low-cost tool needed for the plan implementation. Consequently, the logic model sets the assumptions and relationship between what the program does and the changes expected for delivery (Smith et al., 2020). Furthermore, the logic model acts like a roadmap through which shared responsibility gets presented amongst the resources, outputs, activities and program impact for the sustainable benefit of an organization.

Definition and Analysis of the Implications of the Five Measurement and Evaluation Plans for the Workplace

Measurement and evaluation plans get construed as a philosophical approach in business that the management requires in strategically implementing the strategies. The processes get characterized by five plans. The first plan is the input that monitors the number of resources used to develop, maintain and deliver the activities, products and services. Input determines the amount of money spent on the equipment, the number of employees who have worked per hour and the facility costs. Also, the inputs entail the rental fees, operation expenditures and the number of vehicles for transportation. The second measurement and evaluation plan is the output. The output implies monitoring how many services and activities have been produced. It is characterized by providing the number of items, actions, products and referrals involved in the productions. Consequently, efficiency forms part of the evaluation and measurement plans where management monitors the relationship between the production amount and the used resources. Notably, the efficiency of the measurement and evaluation get created by comparing the output and the input (Hartmann et al., 2020). Efficiency entails the determination of the unit cost and the production cost. Moreover, quality enables the business to evaluate and measure performance by determining criteria for meeting customer expectations. The management must identify the customers’ total output of the essential products. Quality entails timeliness, accuracy, and meeting the customers’ needs and requirements. Lastly, the outcome of evaluation and measurement determines the impact the activities, products, goals, and service has on the audience. The results show the progress towards achieving the missions.

The Appropriate Measures of Reaction, Learning, and Confidence that Might be Used In the Evaluation Process in my Workplace

The Kirkpatrick Model is the appropriate measure of reaction, confidence and learning that might be utilized in the evaluation process within my workplace. Kirkpatrick model evaluates and analyzes the educational, training and learning results by assessing the formal and informal training methods and rating them the reaction, learning, behaviour and result criteria (Alsalamah & Callinan, 2021). The immediate evaluation level is the reaction which measures how the learners find training favourable, engaging and relevant to the jobs. The after-training survey assesses the reaction level by focusing on the trainer versus the learners. Consequently, learning is a level that enables the learners to participate based on acquiring the intended knowledge, confidence, skills, attitude and commitment (Alsalamah & Callinan, 2021). Evaluation of learning takes place through post-learning and pre-learning assessments. The third level is behaviour, which measures the impact of learning on the behaviour of the learners. Lastly, results are the returns that the evaluation process achieves, like fewer workplace accidents, returns on investments and the number of sales.

Conclusion

Evaluation result remains an approach to improving the human resource technology project by acting as baseline data through which the information gets comprehensively stored by management. It also provides the products for future references and the implementation of contemporary technology initiatives. Also, the shift to outcome measurement impacts the evaluation and sustainability through accountability, adherence to quality standards and the satisfaction of customers. Moreover, the stakeholder analysis and the logic development model enhance the specification of activities, drawing low-cost tools and determining short-term, middle-term and long-term program outcomes hence showing the relationship with the evaluation plans. Most importantly, inputs, outputs, efficiency, and quality form parts of the evaluation plans for the workplace. Furthermore, the Kirkpatrick model is the appropriate measure of reaction, confidence, and learning in my workplace evaluation process.

References

Alsalamah, A., & Callinan, C. (2021). The Kirkpatrick model for training evaluation: bibliometric analysis after 60 years (1959–2020). Industrial and Commercial Training. https://www.emerald.com/insight/content/doi/10.1108/ICT-12-2020-0115/full/shorturl.at/hrxHQCallahan, K., & Kloby, K. (2009). Moving toward outcome-oriented performance measurement systems. Washington DC: IBM Center for the Business of Government. https://communityindicators.net/wp-content/uploads/2018/02/kloby-report.pdfHartmann, S., Weiss, M., Newman, A., & Hoegl, M. (2020). Resilience in the workplace: A multilevel review and synthesis. Applied Psychology, 69(3), 913-959.

Smith, J. D., Li, D. H., & Rafferty, M. R. (2020). The implementation research logic model: a planning method, executing, reporting, and synthesizing implementation projects. Implementation Science, 15(1), 1-12. https://link.springer.com/article/10.1186/s13012-020-01041-8Wickens, C. D., Helton, W. S., Hollands, J. G., & Banbury, S. (2021). Engineering psychology and human performance. Routledge.