1. Introduction

The current business environment is experiencing unprecedented changes due to rapid technological innovation. We are witnessing a major transition period where the industrial order is rapidly reorganized by innovations in so-called big tech, such as artificial intelligence and robotics. In this transitional period, the business environment is characterized by not only rapid changes but also intense competition among companies. Consequently, companies must contemplate innovative strategies and operational models to secure sustainable competitive advantages [10].

According to a recent McKinsey report, the average lifespan of S&P 500 companies has been reduced from 61 years in the past to less than 20 years, and it is projected to decrease to 12 years within the next five years [11]. This indicates that many companies have yet to establish an economic system capable of responding to this transitional period. The main reason for this issue is that most companies focus on short-sighted issues, failing to establish a fundamental system for change [7].

When preparing for change, most companies primarily utilize management consulting methods across their business operations. Consulting refers to the independent and objective advisory services provided by experts [2]. In other words, consulting involves diagnosing problems and proposing solutions through the expertise of consultants, thereby overcoming internal fixed ideas and coordinating differing opinions by accepting external perspectives [9]. However, general consulting often proceeds with problem-solving tailored to the predefined objectives requested by clients, with proposed solutions mainly within the business scope of the client company. This results in solutions that are issue-centric and face difficulties in responding to the speed and changes of the rapidly changing business environment. To overcome these limitations, performance consulting, which focuses on fundamentally changing the organizational structure and enhancing the performance of its members, is gaining renewed attention.

Performance consulting is a synergistic methodology that maximizes the expertise of both the client and consultant to achieve business objectives by considering the performance of members [14]. This involves performance improvement experts examining the entire performance creation process within the organization and analyzing performance to fundamentally improve the organizational structure. The model primarily used to find the root causes of performance issues and improve performance is Human Performance Technology (HPT). HPT is a systematic approach to enhancing productivity and competence, measuring the precise gap between the current and desired states, identifying key causes, and seeking solutions. HPT is characterized by systematic thinking related to human performance and member performance- related activities, making it effective in deriving solutions related to the fundamental structure of the organization rather than viewing performance shortsightedly [5]. For companies to achieve sustainable performance, they need to implement a process of genuine performance improvement within the organization. Performance consulting based on HPT, which systematically analyzes organizational, process, and performance issues, is evaluated as a crucial approach in the business environment demanding continuous growth [12].

Despite significant theoretical advancements in HPT-related research, case studies involving the actual application and analysis of the model in large global corporate organizations are scarce. Existing studies, which targeted educational institutions and organizations below the size of small and medium enterprises, have inherent limitations in confirming and analyzing performance-related competencies. Therefore, these studies are closer to research that merely borrows the process of HPT rather than a comprehensive analysis of performance consulting applying the entire HPT model. In this study, a global multinational corporation is selected as the research subject. This is to apply the entire process of practical performance improvement, which has not been previously undertaken in the HPT field, to a global multinational corporation and draw implications. Multinational corporations frequently establish subsidiaries in various countries to actively generate profits but often withdraw due to unsuccessful localization [3]. Fundamental structural changes must be realized to survive in the changing business environment. Establishing a performance- oriented organization capable of realizing global management is a critical component for multinational corporations. Examining the overall application process of the HPT model with a globally recognized multinational corporation as the research subject provides the advantage of deriving procedural implications of HPT. This will significantly contribute to future applications in the performance consulting field. The specific research questions of this study are as follows.

2. Literature Review

2.1 Performance and Human Performance Technology

In the context of performance, it is essential to provide a clear definition. Some individuals focus on the process and refer to it as “execution,” while others emphasize the outcome and refer to it as “performance.” Various scholars have explained this concept, ultimately concluding in discussions from two perspectives: the “execution” standpoint, which focuses on activities and processes aimed at achieving certain values, and the “performance” standpoint, which emphasizes results and outputs [9]. This study places emphasis on the meaning of “execution” as activities in search of processes, in alignment with the concept of Human Performance Technology (HPT). HPT is a systematic process that links an organization's business goals and strategies to achieve objectives. Furthermore, HPT represents a systematic and comprehensive approach to improving work performance, encompassing methods, procedures, and strategies for problem- solving and realizing opportunities related to performance within an organization [17]. The ultimate goal of HPT is to enhance organizational performance by improving individual performance capabilities through efficient and effective organizational operations.

The meaning of HPT in Human Performance Technology can be analyzed as follows: “H (Human)” signifies a focus on human performance within organizational and work environments, differentiating it from machine performance [13]. “P (Performance)” refers to the results oriented towards certain values, including outcomes that can be measured, and the integrated meaning of the process that produces these outcomes [1]. Recently, performance is often combined with the concept of “improvement.” “T (Technology)” implies applying scientific research results and procedures gained from experience to solve real problems. It suggests applying what is known about human and organizational behavior to enhance valuable, economical, and effective achievements in the work environment [6]. A review of prior research on HPT reveals that its application is carried out following scientific and valid methodologies, with the purpose of enhancing human and organizational performance.

2.2 Models and Procedures of Human Performance Technology

The models of HPT have evolved from early linear instructional design systems to various integrated models proposed by several scholars. Among these, the ISPI (International Society for Performance Improvement) HPT model stands out, as it provides an integrated problem-solving approach by explaining all elements related to performance in a step-by-step manner. In 2004, Van Tiem, Moseley, and Dessinger expanded the model by adding implementation and evaluation of solutions, thereby establishing the current ISPI Model, as depicted in <Figure 1>.

To briefly describe this model, it is as follows: In the first stage, performance analysis involves analyzing the organization, environment, and discrepancies. The purpose is to identify the gap between the desired performance of the organization and the current level. Next, the second stage is cause analysis, which involves exploring the root causes by analyzing and predicting differences in key performance areas not only in the present but also in the past and future, to identify the underlying causes. The third stage is solution selection. Historically, training-centered solutions were chosen and implemented, but recent approaches in Human Performance Technology emphasize the need to select a variety of solution types. The next, fourth stage is solution implementation and change management. For the solutions to be applied effectively and for their effects to be sustained and maintained, continuous communication regarding rewards and addressing grievances among members is necessary. The final, fifth stage is the evaluation stage, which involves confirming the value of changes resulting from the application of solutions and whether the new systems are functioning properly [15].

3. Methodology

3.1 Research Subject

The research subject of this study, Company A, was established in 1902 and is headquartered in the United States, with operations in over 60 countries worldwide. It is recognized as a leading global manufacturing company, particularly noted for its innovation in the manufacturing sector. The company generates approximately 36 billion USD in total revenue, with over 65% of its sales occurring outside the United States. Among its international branches, the Korean subsidiary, established in 1997, is the third largest and serves as a key hub in Asia. The Korean subsidiary has its headquarters in the metropolitan area, along with a total of six business divisions. The annual revenue of the Korean subsidiary for 2024 is projected to be approximately 1.5 trillion KRW. This study focuses specifically on the Medical and Health Division among the six business divisions. While the existing business units are relatively stable, the Medical and Healthcare sector is considered a core component of the future growth strategy, necessitating organizational restructuring and preparation. A summary of the functions and business characteristics of the related field is depicted in <Figure 2>.

To analyze performance issues and identify their precise causes within the organization, it was decided to apply in-depth interview methods targeting employees of Institution A. To gather a wide range of opinions from within the organization, 10 individuals were selected through purposive sampling, taking into account different departments and positions. The selected interviewees are listed in <Table 1>.

3.2 Case Study Methodology

3.2.1 Composition of the Task Force Team (TFT) and In-Depth Interviews

In this study, to conduct an in-depth analysis and verification of performance consulting, a Task Force Team (TFT) was formed by selecting four senior-level key personnel from the relevant business sector. This Task Force Team provided formalized recorded information, which was used for verification and root cause analysis of the issues raised in subsequent in-depth interviews. In-depth interviews are one of the critical methodologies for information acquisition, especially significant as an analytical method in case studies [18]. In this study, the in-depth interviews were conducted using a semi-structured method, organizing the questions by levels, and categorizing them into organization, process, job, and individual from a systematic organizational perspective. The interview contents from the study participants were shorthand into key terms, and the collected data were analyzed using open coding. Open coding is a method used to express data or phenomena in the form of concepts, by segmenting the data, categorizing each meaningful unit, and annotating with concepts [16]. The related questions can be organized as shown in <Table 2>.

3.2.2 Survey Analysis

Following the performance analysis conducted through in-depth interviews, a separate survey analysis was performed. This was done to reaffirm the results of the performance analysis and to supplement the cause analysis stage. The survey was structured based on Thomas Gilbert's Behavior Engineering Model, categorizing factors into information, tools, motivation, knowledge, capacity, and incentives. The survey items were designed using a 6-point Likert scale. The survey consisted of a total of 64 items divided into three parts: the first part included 4 items on respondent demographics, the second part comprised 24 items focused on management systems, and the third part contained 36 items based on future growth drivers. Data collection was conducted with all 70 head office employees of Company A, excluding new employees with less than three months of service. The survey analysis was conducted using the SPSS version 21 software program. The reliability of the survey items, measured by Cronbach's alpha, was .910, indicating a high level of reliability.

3.2.3 Workshop

Workshops serve the dual purpose of fostering the professional growth of members through group thinking and collective work, while also addressing performance issues. The primary advantage of workshops is the ability to evaluate the validity of conclusions through practice. In this study, weekly workshops were continuously conducted with the Task Force Team, and separate workshops were held with all employees when selecting solutions tailored to the organization. In particular, the workshop for all employees focused on verification and reaching consensus on the identified issues.

3.2.4 Direct Observation

The observation method included both formal data collection activities and incidental discovery activities. As part of the case study protocol, it measured how often specific types of behaviors occurred over a certain period. Direct observation is highly useful for understanding how the content of in-depth interviews is actually conducted on-site and identifying potential issues [18]. After the study officially commenced, the researcher resided on-site for a total of four months. To ensure the reliability of the collected evidence, more than one observer was involved, and issues requiring verification were addressed in a question-and-answer format during weekly meetings with the Task Force Team.

3.3 Research Procedure

This study is a case study of performance consulting using the Human Performance Technology model, focusing on analyzing various performance factors to identify key factors and derive strategies for building a performance-oriented organization. After understanding the organization and its environment through prior research and literature review, the study enhanced the validity of the analysis results by conducting in-depth interviews with management and utilizing the Task Force Team (TFT). The root causes of performance issues were identified using brainstorming and the fishbone technique, and the cause analysis was verified through in-depth interviews and surveys based on the Behavior Engineering Model (BEM). The identified key causes were subjected to a process of verification and consensus through organization-wide workshops. The cause analysis results provided solutions from the perspectives of change management and system restructuring for sustainable growth. The overall research procedure and implications are summarized in <Table 3>.

4. Results

4.1 Performance Consulting Process Applying the Human Performance Technology Model

The first research question of this study is: “What are the key performance issues and solutions identified through the application of the Human Performance Technology model to multinational corporations?” The performance consulting process based on the New ISPI model consists of the stages of performance analysis, cause analysis, solution selection, implementation, and change management. In this study, the existing CBI (Critical Business Issue) analysis was expanded to include performance analysis at the process (Critical Process Issue) and job/people (Critical Job Issue) levels. This approach has the advantage of allowing for accurate analysis by incorporating a systems perspective.

4.1.1 Performance Analysis

Performance analysis is a crucial stage in performance consulting. To analyze what the organization considers to be the correct performance, it is necessary to understand the concepts and approaches to performance as perceived by leaders, including management. Given that the subject of this study is a global multinational corporation, a variety of performance- related issues were anticipated. Thus, the study framework was constructed based on CBI (Critical Business Issue)-based analysis, which allows for the identification of key factors.

(1) CBI- Based Analysis

The advantage of CBI (Critical Business Issue) analysis lies in identifying the root causes and key drivers of performance issues. This approach addresses the common failure in performance consulting, which stems from the inability to recognize the organization as a performance-oriented system. CBI analysis emphasizes the interconnectedness of internal and external environments in improving organizational and individual performance, approaching the organization at three levels: organization, process, and people/job [4]. Accordingly, CBI analysis was selected and extended to include Critical Process Issues and Critical Job Issues. Through two workshops with the Task Force Team (TFT), performance analysis issues were organized into three levels, and the direction for interviews and cause analysis was established. The results of the CBI analysis revealed discrepancies between the organization's performance indicators and expectations. For Critical Process Issues, the need for improvements in speed, quality, dealership management efficiency, and new product market entry were identified as factors for achieving sales targets. In the area of Critical Job Issues, challenges were identified in terms of member collaboration, synergy, and engagement. These analysis results are presented in <Table 4>.

(2) In - Depth Interviews

To identify the perception differences regarding key issues between practitioners and management, clarify the performance analysis, and identify the causes of key issues, in-depth interview techniques were applied to a sample of selected members. A semi-structured interview guide was prepared in alignment with the preliminary research questions, and open-ended questions were used to share objectives. As a result, individuals' performance and organization-related views were clarified, and detailed information was collected. The interviews focused on key issues related to the growth of Institution A, the causes of these issues, efforts to secure future growth drivers, and the reasons for deficiencies in building a performance-oriented organization. Information was organized into three levels—organization, process, and people— based on the CBI framework. This approach has the advantage of identifying performance issues at different levels in performance consulting based on Human Performance Technology. The results of the in-depth interviews were analyzed by dividing the insights into senior and junior groups, based on team leader-level knowledge and experience within the organization. The summarized findings are presented in <Table 5>.

The results of the in-depth interviews were analyzed using Spradley's domain analysis recording form to derive key themes. This method is advantageous for identifying performance- related causes linked to the organization in performance consulting. Participants' responses were analyzed using open coding and frequency analysis was conducted. The results are presented in <Table 6>, identifying issues such as communication between marketing and sales, organizational support, dealership management, targets, and the development of new products and services. The analysis reflects the characteristics of the multinational corporation that is the subject of the study. Multinational corporations face unique circumstances where they cannot implement policies that differ from headquarters, nor can they execute solutions that require significant investment and costs without headquarters' approval. Considering these circumstances, the performance issues for Company A were identified as improvements in the management system and securing future growth drivers.

4.1.2 Cause Analysis

(1) Analysis Using the Behavior Engineering Model in In - Depth Interviews

In the cause analysis phase, the fundamental causes that create the gap between ideal performance goals and actual performance are examined. In Human Performance Technology, Gilbert's Behavior Engineering Model (BEM) is often used. This model is characterized by dividing the causes of performance into environmental and individual levels, categorizing them into data, tools, incentives, knowledge and skills, response, and motivation. The analysis of interview results with study participants revealed a consensus on the need for change management; however, there was a difference in perception regarding the causes of performance issues within the management system. The causes of performance issues related to the first performance issue, 'improvement of the management system,' were identified as financial perspectives, insufficient talent development and support functions, and the lack of an established management system. These perceptual differences were further specified using the Behavior Engineering Model (BEM) to categorize them into individual and environmental factors. The detailed content is presented in <Table 7>.

Regarding the second performance issue, securing future growth drivers, there was a consensus among members on its necessity, but perceptions differed on the recognition of performance causes. Some members pointed out that there is insufficient investment in the future of the organization and its members, and rewards for non-visible achievements are lacking. Additionally, the need to stimulate new product development ideas and the reliance on top-down mid- to long-term strategies were mentioned as problems. The BEM analysis of the second performance issue revealed that a system is needed for organizational members to present appropriate opinions and receive feedback to secure future growth drivers. Furthermore, it was identified that the lack of strategic career development and competency enhancement programs is a major cause. The detailed findings are presented in <Table 8>.

(2) Survey Analysis for Verification of Cause Analysis

A survey analysis was conducted to re-verify the performance analysis results of Institution A. The survey was administered to all head office employees, excluding new hires with less than three months of employment, as a full-scale survey. The purpose was to enhance the accuracy of intervention derivation through systematic analysis. Descriptive statistical analysis (mean and standard deviation) was used to compare perception differences among members. The survey results were compared with the in-depth interview findings to ensure precise cause analysis. The detailed results are presented in <Table 9>.

In the analysis of outputs, the performance hindrance factor for improving the management system was identified as compensation (M = 3.20, SD = 1.14), while for securing future growth drivers, it was identified as capability (M = 3.02, SD = 1.28). According to the correlation analysis, the priorities for improving the management system include recognition programs, support department structure, business understanding, and job evaluation. For securing future growth drivers, the priorities are career management, establishing a collaboration system, and feedback/coaching. Based on these results, improvement points for solution selection were identified through the Task Force Team (TFT) and workshops. The detailed content is presented in <Table 10>.

4.1.3 Solution Selection and Design

Based on the improvement points identified for the initially selected solutions, solutions were designed considering the acceptability and investment value for the headquarters of the aforementioned multinational corporation. The solutions, derived based on the Task Force Team's (TFT) suggestions, are presented in <Table 11>.

The derived solutions were shared with members, and two company-wide workshops were conducted for final change management. During these workshops, solutions were categorized based on performance analysis and change guidelines, allowing for modifications to be made to the solutions' details to better fit Institution A. The detailed outcomes are presented in <Table 12>. As a result of the company-wide workshops, the introduction of a career development system and the implementation and improvement of a recognition program were selected as key solution issues.

The introduction of the career development system is an essential solution for enhancing job engagement of both the organization and its members. The recognition program is designed to be divided into formal and informal categories, including improvements to the compensation system. It was decided to improve the compensation system by distinguishing between formal and informal approaches.

4.1.4 Implementation and Change Management

The design of implementation and change management took into account the policies of the headquarters and the situation of the Korean subsidiary to ensure desirable change management at Company A, the subject of this study. This study aims to enhance the effectiveness of the solutions by additionally proposing response strategies for anticipated issues during implementation.

(1) Establishm ent of the C areer D evelopm ent P rogram

In establishing the career development program, emphasis was placed on improving job rotation systems, reflecting individual and team goals, and encouraging member participation. Job understanding and engagement were enhanced through job group reorganization, selection of development job groups, curriculum development, and the establishment of a development system. The specific results regarding anticipated issues and solutions are presented in <Table 13>.

(2) Recognition Program

The existing recognition program at Company A, the subject of this study, was primarily focused on rewarding high performers and financial performance. Therefore, the design of the recognition program emphasized reward diagnostics, systematic supplementation, and the establishment of an informal recognition culture. Proper establishment of the recognition program enhances individual work motivation and leads to fair evaluations, contributing to the creation of a performance- oriented organizational culture. The issues related to organizational resistance and their solutions in the selection of solutions are presented in <Table 14>.

4.2 Success Factors of Performance Consulting

The second research question of this study is: “What are the success factors of performance consulting that apply the Human Performance Technology model?” Many companies attempt to implement performance consulting but often fail to achieve results. This study aims to identify the success factors of performance consulting based on an extensive case study and propose methods for successful future performance consulting. The success factors of performance consulting can be broadly categorized into process-related success factors and organizational support-related success factors.

A key process-related success factor is the alignment of the organization's strategy with performance. Performance consulting focuses on human performance elements and links the organization's business strategy with internal performance issues to achieve results. This begins with a proper understanding of performance-oriented strategies through the processes of preparation, diagnosis, and execution. Understanding the organization's business structure and R&D capabilities, along with solutions derived from market trends and competitor analysis, ensures high implementability. Another process-related factor is the systems perspective on performance and cause analysis. This study used CBI-based analysis to examine performance at the organization, process, and individual/job levels. Focusing solely on organizational goals without adequately considering necessary support will not lead to sustainable growth. In this regard, CBI analysis, which examines these three levels, is a highly useful tool for cause analysis and solution selection. Next, we examine the support-related success factors. Firstly, there must be consensus on the support of management and the clear objectives of performance consulting. Additionally, a dedicated response organization operated as a Task Force Team (TFT) to conduct performance consulting increases the likelihood of success. In this study, the TFT, composed of key talents from Company A, played a crucial role. The dedicated organization optimizes problem-solving and execution, improving performance issues through mutually organic communication. However, during the preparation and execution of establishing a dedicated organization, it is essential to select suitable personnel and ensure they clearly understand their roles. Based on the insights from this study, detailed procedures for the formation of a dedicated organization have been described. The content is presented in <Table 15>.

4.3 Strategies for Building a Performance- Oriented Organization

The third research question of this study is: “What are the strategies and implications for building a performance- oriented organization in Global Multinational Corporation A?” While many organizations attempt to resolve pressing issues through performance consulting, establishing a performance-oriented system is essential for continuous performance improvement. Based on the case study of performance consulting at Company A, the following strategies for building a performance-oriented organization are proposed: Firstly, the creation and operation of a performance-building team. Multinational Corporation A operated a performance- building team composed of selected individuals from each function. This team eliminated intermediary reporting stages and was organized around job functions, facilitating rapid decision-making and continuous change management. Team members were comprised of key talents with outstanding leadership and work capabilities, and they also served as internal consultants. This team approach enhanced the level of execution for policy introduction through organic cooperation with headquarters. Secondly, the implementation of an organization-wide process for sharing performance issues. To ensure effective implementation of headquarters' policies and systems within the Korean subsidiary, a shared process was institutionalized for information sharing and one-way communication. Additionally, HR functions were integrated into business units, allowing for the organic adjustment of management support systems and enabling rapid task processing. A quarterly performance-oriented company-wide workshop was also established to strengthen the organization's awareness of performance, explore rational solutions, and facilitate continuous execution and change management. Thirdly, the development of internal consultants for performance improvement. A program was implemented to cultivate internal consultants to secure growth drivers for the organization. Through in-depth interviews, the education targets, scope, and fields were clearly identified, and a differentiated curriculum was developed to enhance the competencies of dedicated organizational members. This program contributed to identifying and proposing solutions for internal performance issues, proving useful in securing the organization's ongoing competitiveness. It overcame the limitations of typical short-term consulting and reduced resistance through execution and change management by dedicated employees with experience in the organization and business.

5. Conclusion

This study applied the Human Performance Technology model comprehensively to a global multinational corporation, analyzed key cases, and identified success factors for building a performance-oriented organization. In the case of Multinational Corporation A, issues were identified related to the compensation system within the management structure and a lack of personal development tools for securing future growth drivers. To address these, the establishment of a compensation system and the development of a career development framework were recommended. The success factors of performance consulting that emerged include the support of management and clear goal setting, alignment of organizational strategy with performance, systems perspective on performance and cause analysis, and the systematic organization of dedicated teams. Proposed strategies for building a performance- oriented organization included the creation and operation of a performance-building team, implementation of an organization- wide process for sharing performance issues, and a development program for internal consultants focused on performance improvement. Through the case of Company A, strategies for building a performance-oriented organization were proposed, demonstrating how the approach of Human Performance Technology can be applied in real corporate situations. Sustainable performance-oriented organization building should be conducted internally, with the development of internal consultants and the support of management being crucial. After implementing performance-oriented organization building, it is necessary to develop performance management- based metrics. This is effective for tracking the practicality of performance-oriented organization building and managing performance systematically. This study is limited to a single case, and enhancing the objectivity and reliability of the research through various corporate cases is necessary. The utility of the Human Performance Technology model can vary depending on the characteristics of the organization, so researchers should carefully select and, if necessary, adapt the appropriate model for their specific context.