A Review of Transforming Theory to Practice: Integrating Evidence-Based Practices in Human Performance Improvement.


This article gives guidance on a literary review of evidence-based practices in human performance. The tables layout a step-by-step process for analyzing information sources for Human Performance Improvement implementation.


The authors start by defining evidence-based management as making decisions based on the best available evidence by asking, acquiring, appraising, aggregating, applying, and assessing data). Multiple forms of evidence are introduced, including sources, ways of knowing, research studies, practitioner expertise, and situation-specific context. Some discussion and references are made to the ethics of evidence-based practices concerning what data points are included and when they are not. In their discussion of evidence-based management, the authors identify several challenges facing the field. These include a lack of dissemination of evidence-based practices due to limited access to resources, a lack of people who share data and information, and even the dissemination of inaccurate or incomplete data and information. This topic is followed by discussing the benefits and barriers of implementing evidence-based practices, including identifying several vital points. Evidence-based practices improve decision-making, credibility, influence, and professionalism. Practitioners’ own perception was a common barrier to views on research and academia. Tables one and two provide practical guidance for overcoming the lack of evidence-based practices, integrating evidence-based practices, and finding evidence-based practice resources. The authors assert that practitioners naturally incorporate evidence-based practices by integrating systemic and systematic processes.  


Kate Aument & Quincy Conley, PhD

Study Link


DOI 10.1002/pfi.21724