Interventions can be classed in many ways.
One such method of classification is separation between instructional
and non-instructional.
Non-instructional interventions are those
events that occur to elicit specific performance without
teaching the participant, such as electronic performance
systems, workplace design, knowledge management, job aids
and cheat sheets, communities of practice, Intranets, and
corporate culture.
Marc Rosenberg uses 4 major areas of separation:
human resource development, organizational development,
human resource management, and environmental engineering.
Within these, management can determine that employees need
to be more motivated to perform well. Interventions could
include making changes to an inventive program designed
to elicit specific performance or changes to a performance
evaluation program to align corporate objectives with individual
and team objectives so that each employee can see his or
her contribution to the objectives of the organization as
a whole.
Motivational Strategies
One type of non-instructional intervention
is to affect the motivation of employees. Linda Huglin presented
motivational strategies
within her IPT 535, Learning Theory for Instructional Designers,
class.
Within that same class, there was also emphasis
on what motivates adults
to learn.
Dr. John Keller brought together existing
research on psychological motivation and identified the
influences of the learner. He defined his ARCS model of
motivation, consisting of Attention, Relevance, Confidence,
and Satisfaction. Dan Hardin offers a summary
of Keller's research.
Performance Management Systems
Another type of non-instructional intervention
is to affect the objectives defined as the performance goals
and the incentives to reach those goals. For this effort,
a performance management
system should be evaluated and potentially implemented.
