The Training Measurement Book offers managers, executives, and training and human resource professionals a method for measuring their investments in a way that provides information that is both actionable, credible, and meaningful to corporate leaders. Using the methods outlined in this important resource, you can free yourself from traditional, often cumbersome measurement models and put in place pragmatic, useful, and easy-to-implement approaches for measuring training activities.
Addressing one of the most difficult challenges in corporate learning and development - the topic of measurement - this book explains the specific best practices identified through the author's research process.
This new, third edition of Jack Phillips's classic Handbook of Training Evaluation and Measurement Methods shows the reader not only how to design, implement, and assess the effectiveness of HRD programs, but how to ultimately measure their return on investment (ROI). Each chapter has been revised and updated to include additional research, expanded coverage, and new examples of Dr. Phillips's case studies. Seven entirely new chapters have also been added, focusing largely on ROI.
Emotion Measurement, Second Edition highlights key elements of emotions that should be considered in the measurement of emotions in both academic and commercial environments. This edition begins with an updated review of basic studies of emotion, including the theory, physiology, and psychology of emotions, as these are the foundational studies which food scientists as well as product developers and marketing professionals need to be aware of. The second section highlights methods for studying emotions, and reviews the different approaches to emotion measurement: questionnaire self-report, behavioral, and physiological. This section explores the merits of intrinsic versus extrinsic measures of emotion. Some new measurement approaches have emerged since the first edition of this book. The book then presents practical applications, with chapters on emotion research in food and beverage, as well as in a range of products and clinical settings. The experience in testing product emotions has increased since the first edition when product emotion research was newer. Finally, Emotion Measurement, Second Edition provides coverage of cross-cultural research on emotions. This is critical because much of the newer commercial research is aimed at markets around the world, requiring methods that work in many cultures. And the universality of emotions has been a topic of research for decades. Taking both an academic and applied approach, Emotion Measurement, Second Edition will be an invaluable reference for those conducting basic academic research on emotions and for sensory and consumer scientists, and the product developers and marketing professionals they work alongside. - Reviews both the academic and the applied strands of emotion measurement research - Focuses on cross-cultural studies of emotions, which is currently lacking from most of the literature in the field - Highlights methods for studying emotions in both basic and applied studies
Performance improvement thought leader Dean Spitzer explains why performance measurement should be less about calculations and analysis and more about the crucial social factors that determine how well the measurements get used. Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce those dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization. Spitzer’s "socialization of measurement" process focuses on learning and improvement from measurement, and on the importance of asking such questions as: How well do our measures reflect our business model? How successfully are they driving our strategy? What should we be measuring and not measuring? Are the right people having the right measurement discussions? Performance measurement is a dynamic process that calls for an awareness of the balance necessary between seemingly disparate ideas: the technical and the social aspects of performance measurement. This book gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, Transformational Measurement Action Plans, which suggest both well-accepted and "emergent" measures (in areas such as marketing, human resources, customer service, knowledge management, productivity, information technology, research and development, costing, and more) that you can use right away. Transforming Performance Measurement tells you not only what to measure, but how to do it -- and in what context -- to make a truly transformational difference in your enterprise.
You can‘t understand, manage, or improve what you don‘t measureWhile every smart executive now knows the truth of those words, perhaps more so than anyone, it was Jerry Harbour who turned that adage into a science. Originally published in 1997, The Basics of Performance Measurement helped pioneer the science of performance measurement and continues
This book delivers a comprehensive overview of units of measurement. Beginning with a historical look at metrology in Ancient India, the book explains fundamental concepts in metrology such as basic, derived and dimensionless quantities, and introduces the concept of quantity calculus. It discusses and critically examines various three and four-dimensional systems of units used both presently and in the past, while explaining why only four base units are needed for a system of measurement. It discusses the Metre Convention as well as the creation of the International Bureau of Weights and Measures, and gives a detailed look at the evolution of the current SI base units of time, length, mass, electric current, temperature, intensity of illumination and substance. This updated second edition is extended with timely new chapters discussing past efforts to redefine the SI base units as well as the most recent 2019 redefinitions based entirely on the speed of light and other fundamental physical constants. Additionally, it provides biographical presentations of many of the historical figures behind commonly used units of measurements, such as Newton, Joule and Ohm, With its accessible and comprehensive treatment of the field, together with its unique presentation of the underlying history, this book is well suited to any student and researcher interested in the practical and historical aspects of the field of metrology.
Describes the Maynard Operation Sequence Technique of calculating methods time measurement in industrial engineering, designed to be used in conjunction with classroom training and certification. The second edition (first in 1980) explains the various versions of the system and its translation to both large and small computers. Annotation copyrighted by Book News, Inc., Portland, OR
#1 New York Times Bestseller Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive. In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered. Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked. In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization. The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention. In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.
A timely update to a timeless model. Don Kirkpatrick's groundbreaking Four Levels of Training Evaluation is the most widely used training evaluation model in the world. Ask any group of trainers whether they rely on the model's four levels Reaction, Learning, Behavior, and Results in their practice, and you'll get an enthusiastic affirmation. But how many variations of Kirkpatrick are in use today? And what number of misassumptions and faulty practices have crept in over 60 years? The reality is: Quite a few. James and Wendy Kirkpatrick have written Kirkpatrick's Four Levels of Training Evaluation to set the record straight. Delve into James and Wendy's new findings that, together with Don Kirkpatrick's work, create the New World Kirkpatrick Model, a powerful training evaluation methodology that melds people with metrics. In Kirkpatrick's Four Levels of Training Evaluation, discover a comprehensive blueprint for implementing the model in a way that truly maximizes your business's results. Using these innovative concepts, principles, techniques, and case studies, you can better train people, improve the way you work, and, ultimately, help your organization meet its most crucial goals.
