Consider this: The significant impact human beings have exerted on the planet throughout history has always been executed through human organizations.
What qualifies as a human organization? Any entity that exists within defined boundaries; that includes human resources; and that takes inputs from, as well as produces outputs into, its surrounding environment.
Since the beginning of time, humankind has tried to evaluate and enhance the effectiveness of its organizations. And yet, despite intense academic research, we still lack any kind of consensus on, or meaningful response to, the age-old question of what constitutes success or failure. In fact, the only agreement researchers appear to have come to is that organizational effectiveness cannot be universally modeled.
"The Science of Human Performance" begs to differ.
This daring dissertation establishes a conceptual model of organizational effectiveness. By first examining the critical role of quantitative performance measurement and then exploring the root meaning of organizational core values, it blasts beyond the limits of current thinking to a new understanding.
Through this new understanding, a meaningful, objective, consistent, and repeatable performance framework can be applied to any and all types of organizations-opening the door to a practically unlimited number of possibilities and potentialities.