a systematic method for determining what

caused performance to be less than

expected or required.

Why Conduct a TNA?

AOP-EOP= Organisational Performance Gap
(OPG)

Actual Organisational Performance
(AOP)
less than
Expected Organisational Performance
(EOP)




3
Performance Discrepancy
KSA
Deficiency

Reward/
Punishment
Incongruence
Inadequate
Feedback

Obstacles in
the System

Choose
Appropriate
Remedy
YES
Change
Contingencies

YES
Provide Proper
Feedback

YES
Remove
Obstacles

YES
YES
Job Aid
Training
Practice
Change the Job
Transfer or Terminate
Organisational Goals
Objectives and budget
Labour Inventory
Organisational Climate Indicator : labour management data strikes,
lockouts, grievances, absenteeism,
suggestions, productivity, accidents,
attitude survey
Efficiency Indicator : Cost of Labour, Quality of Product, Waste
Change in system or subsystem
Management Interrogation
MBO or Work Planning and Review System

ORGANISATIONAL ANALYSIS

Mission and Strategies

Allocation of resources, given the objectives

Internal environmental factors causing problems

Effect of training

Analysing the Job
Overall job description
Task identification
What it takes to do the job/KSAs
Areas that can benefit from training
Prioritizing training needs
Performance
Appraisal
Self Rating
Proficiency
Test
Cognitive
Test
Behavioral
Test
Attitude
Measures
Remarks
For example, to maintain a quality
standard of no more than 1 reject
per thousand
May be product of the job
description and suffer from the
same problems
Supervisor ratings are often done
poorly as there is no real incentive
to do them well
Training Need Implications
Where training emphasis can and
should be placed.
List specified tasks required for
each job.
Easy to analyze and quantify for
purposes of determining subjects
and kind of training needed.
Data Source
Organizational Goals,
Objectives and Budget
Job Specifications Performance Data or Appraisals
Gathering Data for TNA
Organizational Analysis Operational Analysis Person Analysis


Proactive
TNA
Reactive
TNA
Focuses on future HR
requirements
Prepares for changes in current
job as well as future transfers and
promotions
Ex. Succession Planning

Begins with existing performance
discrepancy

Focuses on a particular part of the
job where PD is exhibited.