Baseline performance measurement for human performance evaluation

1974 ◽  
Author(s):  
William A. Spindell ◽  
Frederick G. Knirk
Keyword(s):  
Performance Evaluation ◽  
Performance Measurement ◽  
Human Performance ◽  
Baseline Performance

Baseline Performance Measurement for Human Performance Evaluation

1974 ◽  
Vol 18 (4) ◽  
pp. 429-439
Author(s):  
William A. Spindell ◽  
Frederick G. Knirk
Keyword(s):  
Human Factors ◽  
Performance Measurement ◽  
System Performance ◽  
Human Performance ◽  
Fault Isolation ◽  
Control Group ◽  
Remote Measurement ◽  
Brain Wave ◽  
System A ◽  
Baseline Performance

The problem of determining baselines for human performance measurement is neither peculiar to people concerned with military system performance nor to those associated with educational systems. It has traditionally been easier to compare performance of, for example, the experimental group to the control group or system “a” to system “b”, than it has been to determine some base of performance characteristic of a group of people and then to measure the effect of change from there. In education, the question of not only philosophical but very practical consequence is how do we know when someone is working at his level? Do attempts to standardize presentation methodology and time consider performer variations adequately? In engineering, the human factors specialist is also concerned with workload and overload in terms of system performance decrement. If the pilot of a high performance tactical fighter must perform a precise tracking task, and at the same time navigate and monitor his aircraft systems while subject to intense “g” loadings, and if he fails to do so, the concern is with the increment which resulted in this failure—i.e., which added duty or which increment of psychological or physiological stress was the last straw? Baseline performance measurement is confounded by other problems as well. The largest of these is the tremendous reserve capacity for both continued performance and dramatic performance increase found among humans at all age and ability levels. This is clearly a motivational artifact because, when so motivated, people can program their activities in such a way as to have enormously increased capacities for work or cognition. The overloaded pilot, suddenly faced with a fire warning indication, in seconds becomes a far more sophisticated analog computer than anything he has on-board, rapidly relegating certain tasks to low priority (e.g., navigation or energy management) and others to the highest priority (e.g., fault isolation, logic assessment of spurious indications). The child in the classroom, plodding along at one moment, is, in the next moment, able to take on vast increases in information when his interest is sparked. How can these baselines be measured when they are seemingly made of some superstretch material? How could capacities be quantified at some level so that one could know that the addition of some increment would or would not effect system performance learning or achievement? Over the years, techniques have developed in response to such engineering questions as: will control system “a” result in a greater workload than system “b”? These were typically performance based questions, since what was ultimately desired was some statement of how the above would influence mission performance. Similarly, educators have devised systems of measuring learner activity levels, but most dramatically, recent innovations in remote measurement of psychophysiological states perhaps may provide some breakthroughs. This paper will trace the development of baseline performance measurement techniques from human factors task loading studies to those of brain wave and physiological state measurements and offer several recommendations for further study.

Human Performance Evaluation of a Metaphor Graphic Display for Respiratory Data

1994 ◽  
Vol 33 (04) ◽  
pp. 390-396 ◽  
Author(s):  
J. G. Stewart ◽  
W. G. Cole
Keyword(s):  
Performance Evaluation ◽  
Human Performance ◽  
Pattern Detection ◽  
Data Sets ◽  
Complex Task ◽  
Graphic Display ◽  
Literal Sense ◽  
Single Number ◽  
The Impact ◽  
Human Problem

Abstract:Metaphor graphics are data displays designed to look like corresponding variables in the real world, but in a non-literal sense of “look like”. Evaluation of the impact of these graphics on human problem solving has twice been carried out, but with conflicting results. The present experiment attempted to clarify the discrepancies between these findings by using a complex task in which expert subjects interpreted respiratory data. The metaphor graphic display led to interpretations twice as fast as a tabular (flowsheet) format, suggesting that conflict between earlier studies is due either to differences in training or to differences in goodness of metaphor, Findings to date indicate that metaphor graphics work with complex as well as simple data sets, pattern detection as well as single number reporting tasks, and with expert as well as novice subjects.

The Complex Issue of Measuring KM Performance

2011 ◽  
pp. 208-230 ◽  
Author(s):  
Enrico Scarso ◽  
Ettore Bolisani ◽  
Antonella Padova
Keyword(s):  
Knowledge Management ◽  
Performance Evaluation ◽  
Performance Measurement ◽  
Practical Experience ◽  
Complex Issue ◽  
Daily Experience ◽  
Business Context ◽  
Evaluation Approaches ◽  
The Impact ◽  
Puzzling Problem

Most companies that are deeply investing in Knowledge Management (KM) initiatives encounter substantial difficulties in assessing the effectiveness of these programmes. Actually, measuring the impact of KM projects is still a puzzling problem both at the conceptual and operative level. However, measuring their performance is necessary for monitoring their progress and for successfully managing and allocating resources, as well as to maintain the support and commitment by the top management. Although several KM performance evaluation approaches have been proposed in literature, they are still far from becoming an established practice. The chapter aims at discussing this issue by placing it in a business context. First, the literature on KM performance evaluation is briefly reviewed, and the main methods currently used are classified. Then, the practical experience of a multinational company is discussed, with the purpose to describe the problems that practitioners face in their daily experience, and provide insights into the possible improvements of KM performance measurement.

Which is the Best Way to Measure Job Performance

2021 ◽  
pp. 444-453
Author(s):  
Ned Kock
Keyword(s):  
Performance Evaluation ◽  
Job Performance ◽  
Performance Measurement ◽  
Latent Variables ◽  
Measurement Instrument ◽  
Comparative Assessment ◽  
The Self ◽  
Good Reliability ◽  
Evaluation Scores ◽  
Collaboration Tools

Among latent variables that can be used in e-collaboration research, job performance is a particularly important one. It measures what most e-collaboration tools in organizations aim to improve, namely the performance at work of individuals executing tasks collaboratively with others. The authors report on a comparative assessment of scores generated based on a self-reported job performance measurement instrument vis-à-vis official annual performance evaluation scores produced by supervisors. The results suggest that the self-reported measurement instrument not only presents good validity, good reliability and low collinearity; but that it may well be a better way of measuring job performance than supervisor scores.

Briggs & Stratton, Inc.

2017 ◽  
pp. 1-17
Author(s):  
Kenneth M. Eades ◽  
Martson Gould ◽  
Jennifer Hill
Keyword(s):  
Performance Evaluation ◽  
Performance Measurement ◽  
Student Learning ◽  
Economic Value ◽  
Value Added ◽  
Strategic Plan ◽  
Economic Value Added ◽  
Comprehensive Strategy ◽  
Enhance Student Learning

The student's task is to develop a comprehensive strategy for Briggs & Stratton, which is facing severe competition and margin pressures. A major component of the strategy to be considered is whether to implement economic value added (EVA) as a new performance measurement for management. The case is designed to serve as an introduction to how to compute and use EVA. It emphasizes the importance of performance evaluation as part of a larger strategic plan. A teaching note is available to registered faculty, as well as two video supplements to enhance student learning.

Apply Performance Evaluation Matrix on Investigating Human Error Events in the Main Control Room

2010 ◽  
Author(s):  
Tzu-Chung Yenn ◽  
Yung-Tsan Jou ◽  
Chiuhsiang Joe Lin ◽  
Wan-Shan Tsai ◽  
Tsung-Ling Hsieh
Keyword(s):  
Performance Evaluation ◽  
Situation Awareness ◽  
Power Plants ◽  
Human Error ◽  
Human Performance ◽  
Main Stream ◽  
Control Room ◽  
Human Errors ◽  
Wrong Decision ◽  
Evaluation Matrix

Digitalized nuclear instruments and control systems have become the main stream design for the main control room (MCR) of advanced nuclear power plants (NPPs) nowadays. Digital human-system interface (HSI) could improve human performance and, on the other hand, could reduce operators’ situation awareness as well. It might cause humans making wrong decision during an emergency unintentionally. Besides, digital HSI relies on computers to integrate system information automatically instead of human operation. It has changed the operator’s role from mainly relating operational activity to mainly relating monitoring. However, if operators omit or misjudge the information on the video display units or wide display panel, the error of omission and error of commission may occur. Therefore, how to avoid and prevent human errors has become a very imperative and important issue in the nuclear safety field. This study applies Performance Evaluation Matrix to explore the potential human errors problems of the MCR. The results show that the potential problems which would probably affect to the human performance of the MCR in advanced NPPs are multiple accidents, pressure level, number of operators, and other factors such as working environmental.

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