No description available.

The purpose of this study is to design, develop and evaluate an electronic performance support system (EPSS) for the crime scene investigation unit (CSI). For this purpose, a sequential explanatory strategy as a procedure of the mixed method design was used in analysis and evaluation of the EPSS. The research was composed of three main phases: analysis / design, development and implementation, and evaluation of the EPSS. In first phase composed of performance and cause analyses, the CSI Unit&rsquo / s existing information, and contributing causal performance factors based on Gilbert&rsquo / Behavior Engineering Model were explored. In performance analysis phase, official documentation of the CSI Unit was reviewed. As for cause analysis, the survey and focus group interviews were conducted to 1176 and 22 CSI officers, respectively. These data were analyzed using with both quantitative and qualitative methods to facilitate the selection of the most appropriate intervention and its components. Analyses results revealed that 14 basic influences grouped under the workplace and competency on human behavior impacted performance of the officers. Based on these results, an EPSS composed of intrinsic, extrinsic and external levels, and support components was designed and developed in the second phase. Having been implemented, the evaluation of the EPSS based on the Kirkpatrick&rsquo / Four Levels of Evaluation Model was conducted v to determine the overall impact, perceived benefits, and effectiveness of the intervention in third phase. In this phase, a survey, interviews, computer logs and a checklist were used so as to assess the accomplishment of the EPSS. While the survey and the checklist were administered to the 191 officers and 2 experts from the field, the interviews were conducted with 12 officers. Evaluation results admitted that the CSI officers&rsquo / reactions were very positive to the EPSS. While, an intrinsic support made a major contribution to their productivity, establishing standardization would be perceived as the major impact of the EPSS. Lastly, increasing identity and simplifying criminal justice system were the two main impact factors on the society that the system would influence positively.

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Problem-solving ability is now the most sought-after trait in up-and-coming executives, according to a survey of 1 000 executives conducted by Caliper Associates, reported in the Wall Street Journal by Hal Lancaster (Hoenig, 2002:338). This trait would include the ability to solve human performance problems, something many people tend to steer clear of. According to Piskurich (2002:57-58) and Rothwell, Hohne and King (2000:67-71), the most common problem-solving tools that are used when solving human performance problems are brainstorming, cause-and-effect analysis, and the five why’s technique. Although techniques such as these have proven to be robust and useful, what is required to solve human performance problems is a logical and verifiable process that can establish a data point about which relevant information can be recognized and gathered, and against which the conclusion can be evaluated, to have confirmed knowledge of the root cause of the problems. Unfortunately, existing root cause analysis processes tend to focus on processes and systems, rather than on individual performance (Bowling, 2003). The main objective of this study was to develop a root cause analysis process that would uncover the root cause(s) of uncontrolled variation(s) in human performance and prevent the recurrence of events causing the variation. In addition to addressing individual human performance incidents, it is also necessary continually to manage people’s performance to detect and address any occurrences (or recurrences) of performance variations. Therefore, in addition to the main objective, the study also aimed to develop a Human Performance Management Model that incorporated the root cause analysis process as a problem-solving tool. Action research was used in this study, because of the cyclical iterative nature of this type of research, and because it is a rigorous, responsive and flexible process. The study consisted of three cycles. The end result was a structured root cause analysis process – the Human Performance Variation Analysis (HPVA) process – that enables the systematic collection of valid and reliable information, as is required to solve variation in human performance. The HPVA process is a three-part process that consists of 11 steps. The process is in turn a tool that forms part of a ten-step Human Performance Management Model. The study contributes to the body of knowledge on human performance management by presenting the following: • a systematic root cause analysis process that uncovers the root causes of human performance problems effectively and consistently and that controls these causes of problems in a way that prevents the problems from recurring; and • a Human Performance Management Model that will help to sustain the new, improved performance; prevent the same or similar performance problem(s) in other areas of the organisation; and ultimately, create an environment and culture of continuous human performance improvement. / Thesis (PhD)--University of Pretoria, 2009. / Human Resource Management / unrestricted