RESEARCH POSTER PRESENTATION DESIGN © 2015
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Validation of the existing business strategy is
paramount. Conventionally, businesses define
objectives and structure the organization to meet them,
applying strategy to the inputs of environment and
structure (Cummings, 2014). A values-based alternative
is to decide the purpose of the business and define
which values are to govern the processes, then to weigh
the processes against these values and ethics (Cascio,
2010). Initially a review of the foundational documents
and evaluation of the agency personnel’s understanding
is requisite. Researching the topics: does the mission
coincide with the purpose of the organization? Do the
employees know what the mission is? Does it guide
their day-to-day interactions?
Under the Microscope: Organizational Assessment
Objectives
Organizational assessment places the agency under a
microscope, determining organizational alignment with
mission (Cummings, 2014), vision, ethics and goals (the
foundational documents.) Development of the
division’s org-chart graphically defines the pathways of
managerial control and the specific goals of each
interdisciplinary care team as well as indicates the
functions of the support staff. Evaluation continues
through contrasting the job descriptions with job
requirements, assuring intrinsic cross-coherence and
operational cohesion with the foundational documents.
The I/O Psychologist’s role is to assure that the
processes advance and fulfill the agency’s purpose or
identify misalignment.
S.W.O.T.
Job Analysis
D. R. I. V. E.
Conclusions
Applicable to most client acquisition, the organizational
assessment is tantamount to a full biographic work-up
preparatory to the prescriptive recommendations. An
appropriate sequence of analysis, discovery and
diagnosis of the organization will provide indications of
the root cause breakdowns within the organizational
hierarchy and processes. Understanding the leadership
style, culture and employee engagement suggests the
means to achieve clarity, competence and confidence.
The organization’s culture and commitment to
acceptable standards of diversity will be uncovered
during the assessment. Determination of the employee
levels of clarity and explanation and of how their duties
support the mission, vision and goals will be evident, as
will the general temper of employee satisfaction and
engagement. A properly implemented, intervention will
increase effectiveness and the bottom line.
References
Abdulghani, H. M., Shaik, S. A., Khamis, N., Al-Drees, A. A., Irshad, M.,
Khalil, M. S., & ... Isnani, A. (2014). Research methodology workshops
evaluation using the Kirkpatrick's model: Translating theory into
practice. Medical Teacher, 36S24-S29.
doi:10.3109/0142159X.2014.886012.
Al-Araki, M. (2013). SWOT analysis revisited through PEAK-framework.
Journal of Intelligent & Fuzzy Systems, 25(3), 615-625.
doi:10.3233/IFS-120668.
Cascio, W. F., Aguinis, H. (2010). Applied Psychology in Human Resource
Management, 7th Edition [VitalSource Bookshelf version]. Retrieved
from https://bookshelf.vitalsource.com/books/9781269713474.
Clark, W. A. (2016). Leadership: not just taking a walk. (Unpublished course
work). Argosy University, Dallas.
Coman, A., & Ronen, B. (2009). Focused SWOT: diagnosing critical
strengths and weaknesses. International Journal of Production Research,
47(20), 5677-5689. doi:10.1080/00207540802146130.
Cummings, T. G. (2014). Organization Development and Change, 10th
Edition [VitalSource Bookshelf version]. Retrieved from
https://bookshelf.vitalsource.com/books/9781305339330.
Fleming, M. J., & Wilson, J. B. (ED). (2001). Effective HR Measurement
Techniques. Alexandria, Virginia: Society for Human Resource
Management.
Identification and remediation of causal behaviors
within the organization, such that the organization can
meet or surpass competitors’ best efforts, guides the I/O
practitioner’s endeavors. As an advisor, the I/O
practitioner leads organizational stakeholders to a
mutual determination and subsequent design for the
needed remediation plan. The design of the intervention
is to positively alter employee behavior and increase
efficiency. That said, countering resistance to change
with full and recurrent implementation of the
intervention is an overarching objective.
Kirkpatrick’s Model
Organization Assessment and Discovery:Clarity, Competence and Confidence
Job Analysis
Psychological Constructs
Job Description KSAOs
Job Specifications
The next step is the planning of resources and disbursal
of duties. This allocation comes through the review,
pruning and preparation of the org-chart to validate the
job structures and managerial lines of control. Within
this layout, the assignment of job positions as well as
the job descriptions are in alignment with the
foundational documents and define the required skills
for task completion.
Performance of a comprehensive Strengths,
Weaknesses, Opportunities and Threats (SWOT)
analysis follows foundational review, augmenting
confrontation through the constructs of Power, Earning,
Artistry, and Knowledge (PEAK) and Solidity, Extent,
Type, and Segment (SETS). PEAK provides us with
arguments and SETS directs us to a weighted
confrontation (Al-Araki, 2013). Coman and Ronen
(2009) recommend a further clarification of the SWOT
analysis, specifying that identified items be of highest
priority and that the list be concise, actionable,
significant and authentic. Once completed, the results
of the SWOT indicate either necessary redeployment or
vindication of the organization’s existing strategy.
Methods
The final step is Discovery, Remediation,
Implementation, Validation and Evaluation (DRIVE)
(Clark, 2016). Discovery involves enacting the research
aspects of I/O Psychologists through quantitative, scaled
employee survey and qualitative open-ended review
(Fleming, & Wilson, 2001). Portions of the discovery
phase would involve a review of employee, customer,
and complaint records, with an eye to trends or
consistent negative/weak comments. If/when discovery
led to diagnosis of competency issues, performance of
training needs analysis would follow.
Remediation incorporates group discussion to propose,
consider, weigh and decide on optimal methods of
redress. Implementation is the rollout of the
intervention. Validation ensures that the intervention,
once implemented, actually corrects the issues
discovered. Validation would ensue utilizing
Kirkpatrick’s model, assessing the intervention along the
lines of reaction, learning, behaviors and results
(Abdulghani, et al, 2014). Evaluation determines
whether the intervention has effectively altered the
behaviors and will remain in effect until intentionally
altered anew.
Reinforcement and Validation
Job Usability
Validated Knowledge Transfer
Favorable Reaction to intervention and subject
Results
Behavior
Learning
Reaction
W. Adair Clark
Argosy University, Dallas, Texas
Results
Strengths:What do you do well?What unique resources can you draw on?What do others see as your strengths?
Weaknesses:What could you improve?Where do you have fewer resources than others?What are others likely to see as weaknesses?
Opportunities:What opportunities are open to you?What trends can you take advantage of?How can you turn your strengths into opportunities?
Threats:What threats could harm you?What is your competition doing?What threats do your weaknesses expose you to?
RESEARCH POSTER PRESENTATION DESIGN © 2015
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This program will focus an agency on high performance
and tighten the strategic alignment between skills and
business goals (Armitage, & Parrey, 2013). The job
descriptions will correspond with and dictate
recruitment as well as continual education for
incumbents, setting the stage for employee development
and succession planning.
The purpose of an effective performance management
system is for employees to have a clear understanding of
the work expected from them, to receive ongoing
feedback regarding how they are performing relative to
expectations, to distribute rewards accordingly, to
identify development opportunities, and to address
performance that does not meet expectations.
Introduction
Methodology
Performance Management devolves from the
organizational structure and overarching purpose to
determine the metrics for fulfillment of the agency
mission. The purpose of an effective performance
management system is for employees to have a clear
understanding of the work expected from them, to
receive ongoing feedback regarding how they are
performing relative to expectations, to distribute rewards
accordingly, to identify development opportunities, and
to address performance that does not meet expectations.
A comprehensive performance management system
empowers employees to have greater input into their
personal career progression and will enable managers to
better identify, recognize, and reward individuals based
upon an agreed set of criteria. The role of an I/O
Psychologist is one of assessment, alignment and
appraisal homogenization.
Objectives A.D.A.I.R. Conclusions
The Performance Management System is a
methodology of intentional collaboration that brings
duty performance into alignment with managerial
objectives, translating them into a metric of measured
performance. Managing performance is central to
effective strategic planning and fulfillment of
departmental goals. “A critical issue is to ensure that
each unit’s or department’s mission and vision
statements, [purpose,] goals, and strategies are
consistent with those at the organizational level”
(Aguinis, 2012, p. 62). Furthering this objective, job
descriptions should align with the particular goal set of
the departments they support, as well as lay out the
purpose for completion of the duties. Understanding the
organization’s purpose, job requirements, means of
fulfillment and their measure suggests the means to
achieve clarity, competence and confidence.
References
Aguinis, H. (2012). Performance Management, 3rd Edition
[VitalSource Bookshelf version]. Retrieved from
https://bookshelf.vitalsource.com/books/9781269659116.
Armitage, A., & Parrey, D. (2013). Reinventing performance
management: creating purpose-driven practices. People &
Strategy, 36(2), 26-33.
Clark, W. A. (2016). Banks Industries: Performance Management
System. (Unpublished course work). Argosy University, Dallas.
Pichler, S. (2012). The social context of performance appraisal and
appraisal reactions: A meta-analysis. Human Resource
Management, 51(5), 709-732. doi:10.1002/hrm.21499.
Sudin, S. (2011). Fairness of and satisfaction with performance
appraisal process. Journal of Global Management, 2(1), 66-83.
Whited, M. (2008). SMART goal setting. Campus Activities
Programming, 41(3), 11-13.
Specific Recommendations
The Adaptive Departmental Appraisal Implementation
Recommendations (ADAIR) provide the framework
within to which manage performance. Adaptive, insofar
that modification to meet the requirements is
permissible for an organization or sub-department
therein. Departmental refers to the organization’s
breakdown of function by department, and the
uniqueness of its processes. Appraisal is the design and
implementation of the key metrics used to evaluate the
employee. Recommendations refer to the flexibility of
the system and the optional use of the varying facets:
Governance, Coaching, Development, Feedback,
Evaluation and Appraisal.
The Performance Management System is predicated on
the existence of the agency’s foundational documents
(mission, vision, purpose, values and goals.) Systems of
performance management transcend the “managed”
individual duties performed. Employees have the right
of clarity and need for a functional orientation to agency
and the foundational documents to specify exactly how
they support the agency’s purpose. Preliminary to the
design /implementation of the system, performance of
an organization assessment culminating in a duty
analysis for each position identified on the org-chart is
required (Clark, 2016).
Evaluation comes at the completion of a project to
determine the shortfalls and wins. Appraisal evaluates
the performance in contrast to the agreed upon goals
evolving through governance. “These components are
closely related to each other, and the poor
implementation of any of them has a negative impact on
the performance management system as a whole”
(Aguinis, 2012, p. 38).
Each of these facets requires active participation from
the staff. The facets come together to ensure that there
are no unplanned outages, nor unplanned work episodes
in the routine and daily service provision.
Results
W. Adair Clark
Argosy University, Dallas, Texas
Performance Management and Mission Alignment:Clarity, Competence and Confidence
Job Analysis
Psychological Constructs
Job Description KSAOs
Job Specifications
To be effective, a Performance Management System
must be applicable and equally enforceable for all
employees without regard to employment level. Sudin
warns us that “organizational justice affects employee
reaction toward performance appraisal system
implemented by the organization and, in turn, this will
affect the effectiveness and efficiency of the system”
(Sudin, 2011). The requirement for consistent
applicability is guard and defense against legal exposure
for alleged disparity in employee management and
treatments. The laws with which equal treatment insure
compliance are The Equal Pay Act of 1963, Title VII of
the Civil Rights Act of 1964 and The Age
Discrimination in Employment Act of 1967, among
others. “The bottom line here is that ratees react more
positively to their appraisals, regardless of how
favorable they were in an instrumental sense, when they
have a good working relationship with their supervisor”
(Pichler, 2012, p. 726).
Collaboration is key: both employee and supervisor
must agree on the goals. The recommendation is for
utilization of the SMART (Specific, Measurable,
Attainable, Relevant and Timely) goal method (Whited,
2008).
The purpose of governance is to align foundational
documents with job tasking as dictated by duty position
while providing a structure within which to perform and
to assure diligent scheduling of project planning and
subsequent feedback. Coaching builds upon the
employees’ knowledge, skills, aptitude and other
attributes (KSAOs) to maximize performance, and when
needed to increase functional knowledge as it pertains to
the duty position. Development expands upon the
existing KSAOs to empower the employees for
autonomous performance, achievement or advancement.
Feedback is an on-going conversation between
supervisor/employee and/or trainer/trainee. Ongoing
alludes to prompt, pertinent critique or clarification
during times of need.
SMART Goal Development
The results of an effective performance management
system, is a trained and functional workforce. When the
employees realize that they too are instrumental in the
objectives and goals that guide their performance
appraisal they become more engaged, and increase job
satisfaction, as well as reduce stress with a correlational
enhanced performance efficacy.
RESEARCH POSTER PRESENTATION DESIGN © 2015
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Following from a presumption of the fulfillment of
Maslow’s hygienic hierarchy of needs, at least those of
security, safety and belonging (Ghanbarpour, &
Najmolhoda, 2013), contemporary motivation follows:
security assumes a “living wage”, safety the freedom
from fear of termination, and belonging is the inclusive
“fit”. “Everyone has three basic psychological needs,
that is, the need for autonomy, competence, and
relatedness” (Haivas, Hofmans, & Pepermans, 2014, p.
327). Not all motivations are equal: as the sources of
our motivational trends vary, so too do the targets of our
motivation. To propagate employee motivation a
system of collaborative involvement should be
instituted. Jacobsen, Hvitved, and Andersen (2014)
demonstrate that strict controls (micro-management)
decrease levels of motivation.
Introduction Objectives
Motivation has undergone arguably the greatest depth of
research and theorization, predating formalized
“behavioral science”, from Plato to Maslow. Clark
(2016) informs us that motivations vary across family,
cultures, age, race and societal affiliations. Each of
these can go as far as to dictate the career an individual
pursues as it does the variety of fulfillments within those
careers. Effective employers strive to maintain the level
of motivation within their staff, realizing that high
motivation when merged with competence increases
efficiencies. Macauley (2015) notes that a disengaged
employee is more likely to miss work and/or self-
terminate, thereby decreasing performance levels.
Methodology
The objective of increased employee motivation will
follow three phases: mentorship, self-worth and self-
efficacy. Mentorship is directive behavior that inspires,
instructs and informs accountability. Self-worth is a
belief, held by the employees, of their intrinsic value to
the organization, the historical baggage, packed and
carried through life and thinking highly of themselves.
Self-efficacy is the knowledge of ability, confidence of
competence and prowess.
Three Phases
Conclusion
Management must become familiar enough with the
employees to drive motivation in response to their
desires. Mentorship, self-worth and self-efficacy are
requisite to the development of motivation. As stated,
individuals are guided by their own needs, wants and
desires. Improvement of an employee’s perception of
self-value and self-efficacy, with an attendant increase
of motivation, will follow through an applied
mentorship and the expansion of clarity, competence
and confidence.
References
Clark, W. A. (2016). Increasing Confidence in Efficacy.
(Unpublished course work). Argosy University, Dallas.
Fernet, C., Trépanier, S., Austin, S., Gagné, M., & Forest, J.
(2015). Transformational leadership and optimal
functioning at work: on the mediating role of employees'
perceived job characteristics and motivation. Work &
Stress, 29(1), 11-31.
Ghanbarpour, Z., & Najmolhoda, F. S. (2013). Contemporary
theories of motivation in organizational leadership and
behavior. International Research Journal of Applied and
Basic Sciences, 6(1): 1-7.
Haivas, S., Hofmans, J., & Pepermans, R. (2014). “What
motivates you doesn’t motivate me”: individual
differences in the needs satisfaction–motivation
relationship of romanian volunteers. Applied Psychology:
An International Review, 63(2), 326–343 doi:
10.1111/j.1464-0597.2012.00525.x.
Jacobsen, C. B., Hvitved, J., & Andersen, L. B. (2014).
Command and motivation: how the perception of external
interventions relates to intrinsic motivation and public
service motivation. Public Administration, 92(4), 790-
806. doi:10.1111/padm.12024.
Macauley, K. (2015). Employee engagement: how to motivate
your team?. Journal of Trauma Nursing, 22(6), 298-300.
doi:10.1097/JTN.0000000000000161.
Muscalu, E., & Muntean, S. (2013). Motivation - a stimulating
factor for increasing human resource management
performance. Review of International Comparative
Management / Revista De Management Comparat
International, 14(2), 303-309.
Ramanauskienė, J., Vanagienė, V., & Klimas, E. (2011).
Suggestions for increasing employee motivation to work.
Proceedings of The International Scientific Conference:
Rural Development, 5(1), 204-209.
Results
Development of self-efficacy adds to the increase of
self-worth, which feeds ability to accept mentorship.
Minimization of directive (autocratic) management and
instillation of levels of autonomous responsibility
through an increase in the employees’ perception of
their inherent efficacy and value to the organization will
increase motivation and employee engagement. The
ultimate goal of upholding competitiveness and increase
of the bottom line is fulfilled.
The objective is to manage and increase employee
levels of job satisfaction, motivation and employee
engagement, such that an employee will enjoy, within
reason, performance of duty. “To remain competitive
and to ensure sustainability, today’s organizations must
adopt practices that foster high-quality functioning in
their employees” (Fernet, Trépanier, Austin, Gagné, &
Forest, 2015, p. 11).
Enhancement of an employee’s sense of self-worth
occurs when an organization demonstrates the
employee’s value. Inclusive collaboration, seeking out
the employee’s opinions and ideas, empowers the
employee. As the employees learn that their ideas and
opinions may have impact on the future programs of the
organization, their self-worth is enhanced. Advancing
the concepts of self-direction or autonomous
responsibility advances self-worth.
Self-Worth
W. Adair Clark
Argosy University, Dallas, Texas
Employee Motivation and Perception of Self-Value:Clarity, Competence and Confidence
Applied motivation has evolved from a fear of
retribution for non-performance through the paradigm of
a “carrot or a stick” to the potential for anything or
nothing. The importance of motivation to business is
fundamental: if an employee dawdles, is repeatedly late,
or experiences unplanned absences, the effectiveness of
the business is at risk. Planning for set production
levels becomes no better than guesswork, increasing the
stress levels and hardships of the other workers. This
lack of motivation becomes a contagion that spreads and
eats away at the productivity of motivated workers. Just
as the business and performance are managed, so too
must managers motivate their subordinates and
employees.
Self-Actualization
Esteem
Belonging
Safety
Physiological
Building upon the constructs of performance
management, such that the employees are involved with
the metrics governing their performance appraisal,
improves motivation. The recommended performance
management system is a step toward transformational
leadership, increasing employee response and “buy-in”
(Muscalu, & Muntean, 2013). To incite employee
motivation, instill within them the sense of their value to
the organization. Allowing employee discretion within
guidelines in the manner of duty performance enhances
their motivation. Satisfaction and engagement should
increase.
Performance and Organizational Alignment
Mentorship
Mentorship is an extrinsic behavior conducted by a
supervisor, trainer or manager, who explains the
peculiarities of the organization’s purpose and culture,
filling intrinsic gaps and fine-tuning the employee’s
processes. The mentor answers questions and provides
guidance to assist employees in their sense of belonging.
Being mentored implants a sense of value in the one
mentored while providing surety in the hope of
continuance.
Self-efficacy is confidence of an aptitude or ability that
allows one to accept “voluntarily” new duties or to
perform, free of assistance, assigned tasks and job
duties. The knowledge that one can perform, without
fear of failure, is motivation to act.
Self-Efficacy
Motivation
Self-Efficacy
Mentorship
Self-Worth
Case Study: LEADERSHIP’S MOVING TARGETUsing D.R.I.V.E. – to find Clarity, Competence and Confidence
W. Adair ClarkArgosy University, Dallas, Texas
1 2 3
6 5 4
7 8 9
Define the symptoms Diagnose the Symptoms D.R.I.V.E.
Implementation;
Buy In & Roll Out
Remediation;Focus Group &
Recommendations
Discovery;
Literature & Analysis
Validation;
Cure vs Causes
Evaluation;
Achieving Longevity
Clarity, Competence & Confidence
(Clark, 2016).
CHANGE CATALYST
• An Excess of 30 Years Experience• Root Cause Analysis• Motivation and Empowerment• Training Development• Provision of Training• Team building
• Decades as a Systems Analysis• Research and Development• Conducting SWOT Analysis• Assessing Processes and Procedures• Development of Plans and Counter-plans• Software Design• Intervention Implementation
THE CLIENT
• Division – CMS Home Health Agency• Nursing
• Wound Care• Diabetes
• Physical Therapy
• Speech Pathology
• Occupational Therapy
• Medical Social Work
• Support• Supply• Clerks• Information Technology
(Lusthaus, Adrien, Anderson, Carden, & Montalván, 2002).
D.R.I.V.E.
Discovery
Remediation
Implementation
Validation
Evaluation
(Clark, 2016).
1 2 3 4 5
PLAN OF DISCOVERY
Assessment and evaluation of issues, root causes and contributing factors…
WHAT DOES RESEARCH TEACH US?
• Employee Satisfaction
• Employee Engagement
• Employee Motivation
• Ergonomic factors and Stress
Style of leadership
Autonomy – Self Direction
Ideation of Corporate Worth
Environmental factors
(Fleming, & Wilson, 2001; Lester, 2013; Cohen, 2014; Roelen, Koopmans, Noten, & Groothoff, 2008; SHRM, 2015; Harter, Schmidt, & Hayes, 2002, p. 274; Wallace, 2009; Lewis, 2016; ).
IS THERE FOUNDATIONAL COHESION?
Without a clear and decisive articulation of purpose, the ultimate conclusion is foregone
– business FAIL!
(Understanding How Organizations Operate: A Primer for I-O, 2015; Lusthaus, Adrien, Anderson, Carden, & Montalván, 2002; Pearce, 1982;Scott, 2015, p. 32 )
IS MANAGEMENT EFFECTIVE?
CultureLeadershi
p
• Evaluation of leadership Style
• Definition of organizational culture
• Compliance with EEOC guidelines
• Commitment to Diversity
DO JOB REQUIREMENTS MEET THE GOALS?
• Job Analysis
• Job Descriptions
• Psychological Constructs
• KSAOs
(Dayal, 1969; Morgeson, & Campion, 2000; Cekada, 2010; Köksal, Ertekin, & Çolakoglu, 2014; Cascio, 2010).
TRAINING NEEDS ANALYSIS
• Foundational Documents
• Job Descriptions
• Performance Management
• Skills Development
(Arneson, Rothwell, & Naughton, 2013).
THE RIGHT EMPLOYEE?
• Knowledge, Skills, Aptitude & Other Attributes
• Personality Battery
• Satisfaction Survey
• Cognitive Evaluation
• Employee Engagement
(Markova, & McArthur, 2015).
BRINGING IT ALL TOGETHER
• Dysfunctional Management
• Stratified employee value
• Micro-Management
• Dearth of exit interviews
Retention
Leadershi
p
Motivation
Satisfaction
Engagement
Autonomy
Collaboration
(Maxwell, 2009).
COLLABORATIVE REMEDIATION
• Explanation of Discovery
• Expansion of Root Cause(s)
• Focus Group Collaboration
• Determination of Remediation
• Recommendations…
(Lusthaus, Adrien, Anderson, & Carden, 1999; Shenge, 2014; Glamuzina, 2015).
IMPLEMENTING THE INTERVENTION
• Providing Leadership Training
• Enacting a Full Performance Management System
• Intentionally increasing employee value
(Maxwell, 1993; Lusthaus, Adrien, Anderson, & Carden, 1999; Miller, 2014; Markova, & McArthur, 2015).
THEORETICAL FRAMEWORK
• Collaborative Intelligence
• Transformational Leadership
• Employee Motivation
• Demonstration of Value
VALIDATION OF EFFECTIVENESS
• Reaction (level 1)• reengineering,
• process motivation, and
• strategic plan
• Learning (level 2)• Coaching and mentoring
• Behavior (level 3)
• Performance appraisals
• Results (Level 4)
• engagement
• competitive advantage
Results
Behavior
Learning
Reaction
(Kirkpatrick, Kirkpatrick, 2009; Abdulghani, Shaik, Khamis, Al-Drees, Irshad, Khalil, & ... Isnani, 2014).
EXTRINSIC INFLUENCES
OF INTRINSIC COMPLICATIONS
• Ethical issues
• Legal issues
• Diversity
• Cultural issues
Leadership
Competence
Engagement
Clarity
Confidence
MAKING THE PIECES FIT…
The overarching
remediation is institution
of a policy of equitable
treatment and staff
development…
D.R.I.V.E
Culture
REFERENCESAamodt, M. G. (2016). Industrial/Organizational Psychology: An Applied Approach [VitalSource Bookshelf version]. Retrieved from
https://bookshelf.vitalsource.com/books/9781285399997.
Abdulghani, H. M., Shaik, S. A., Khamis, N., Al-Drees, A. A., Irshad, M., Khalil, M. S., & ... Isnani, A. (2014). Research methodology workshops evaluation using the
Kirkpatrick's model: Translating theory into practice. Medical Teacher, 36S24-S29. doi:10.3109/0142159X.2014.886012.
Aguinis, H. (2012). Performance Management, 3rd Edition [VitalSource Bookshelf version]. Retrieved from https://bookshelf.vitalsource.com/books/9781269659116.
Al-Araki, M. (2013). SWOT analysis revisited through PEAK-framework. Journal of Intelligent & Fuzzy Systems, 25(3), 615-625. doi:10.3233/IFS-120668.
Armitage, A., & Parrey, D. (2013). Reinventing performance management: creating purpose-driven practices. People & Strategy, 36(2), 26-33.
Arneson, J., Rothwell, W., & Naughton, J. (2013). Training and development competencies redefined to create competitive advantage. T + D, 67(1), 42-47,6. Retrieved from
http://search.proquest.com/docview/1270282908?accountid=34899.
Barclay, J. M. (2001). Improving selection interviews with structure: Organisations' use of "behavioural" interviews. Personnel Review, 30(1), 81. Retrieved from
http://search.proquest.com/docview/214802174?accountid=34899.
Cascio, W. F., Aguinis, H. (2010). Applied Psychology in Human Resource Management, 7th Edition [VitalSource Bookshelf version]. Retrieved from
https://bookshelf.vitalsource.com/books/9781269713474.
REFERENCESCekada, T. L. (2010). Training needs assessment. Professional Safety, 55(3), 28-33. Retrieved from http://search.proquest.com/docview/200355535?accountid=34899 Ginsburg,
R. S. (2014). Strategic planning for small law firms. Nebraska Lawyer Magazine, 17(2), 25.
Clark, W. A. (2016). Banks Industries: Performance Management System. (Unpublished course work). Argosy University, Dallas.
Clark, W. A. (2016). Increasing Confidence in Efficacy. (Unpublished course work). Argosy University, Dallas. Retrieved October 6, 2016 from
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