Linking Versus Searching: A Case Study of Performance Support Use
by Unknown
Nguyen, F., & Hanzel, M. (2007). LINKING VERSUS SEARCHING: A CASE
STUDY OF PERFORMANCE SUPPORT USE. Performance Improvement, 46(10),
40-44. Retrieved from http://search.proquest.com/docview/237240992?accountid=133604
In this study, Nguyen and Hanzel distinguish
between external and extrinsic performance support systems by observing the
implementation of each at an unnamed company over the course of four years. At
the conclusion of their study, they note that performance support systems that
link to relevant support content (extrinsic systems) are more likely to be used
than those that require the learner to search for information on their own
(external systems). This, they argue, is in agreement with existing literature
on the subject, suggesting that extrinsic systems that are integrated into the
employee’s existing workspace should be used over external systems whenever
possible.
Nguyen and Hanzel’s work has significant
implications on human performance technology professionals. Their study
provides a highly-applicable, research-based examination of two differing systems
of performance support, and their evidence for the use of extrinsic systems
over external systems is overwhelming. Their study isn’t lacking in depth, as
it covers an expansive length of time, though their argument would be further
solidified by conducting similar research at another organization. Doing so
would ensure that their conclusions are applicable in diverse workplace
scenarios.
Most concerning is the absence of internal performance support systems in their study. According to the article, the organization implementing the performance systems themselves chose not to apply internal options due to time and cost concerns; however, based off of Nguyen and Hanzel’s findings, it would be of interest to note how intrinsic systems, which are increasingly simpler than extrinsic and external options, would be received by employees of an organization. Providing such an analysis would give human performance professionals a more conclusive set of information off of which they could make better decisions for their organizations.
Most concerning is the absence of internal performance support systems in their study. According to the article, the organization implementing the performance systems themselves chose not to apply internal options due to time and cost concerns; however, based off of Nguyen and Hanzel’s findings, it would be of interest to note how intrinsic systems, which are increasingly simpler than extrinsic and external options, would be received by employees of an organization. Providing such an analysis would give human performance professionals a more conclusive set of information off of which they could make better decisions for their organizations.
