Kaufman and his colleagues proposed the OEM which uses a systemic approach to look at gaps in performance. A main purpose of this model is to help us separate the means from the ends during needs assessment. There are 5 system elements including inputs and processes (the means or organizational efforts) and products, outputs, and outcomes (the ends, or the organizational results and societal impacts). Kaufman and his colleagues point out three different result levels of each system (micro, macro, and mega), and the OEM helps us assess our needs at each level. We must always remember that needs represent a gap in results, rather than a gap in the means -- in order to arrive at an effective intervention.
Means |
1. inputs Quasi-needs |
What should be < Gap1 >What is What should be < Gapn >What is |
A. Organizational efforts |
Internal to organization |
|---|---|---|---|---|
2. processes Quasi-needs |
What should be < Gap1 >What is What should be < Gapn >What is |
|||
Ends |
3. products Needs at the micro-level |
What should be < Gap1 >What is What should be < Gapn >What is |
B. Organizational results |
|
4. outputs Needs at the macro level |
What should be < Gap1 >What is What should be < Gapn >What is |
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5. outcomes Needs at the mega level |
What should be < Gap1 >What is What should be < Gapn >What is |
C. Societal impact |
External to organization |
To learn more about Kaufman’s OEM, refer to the following:
Kaufman, R. (1988). Preparing useful performance indicators. Training & Development Journal, 42(9), 80-83.
Kaufman, R., Johnston, J. C., & Nickols. F. K. (1979). Organizational planning and conventional wisdom. Training & Development Journal, 33(9), 70-76.
Kaufman, R., & Stakenas, R. G. (1981). Needs assessment and holistic planning. Educational Leadership, 38(8), 612-616.