Showing papers on "Performance management published in 2000"

Performance management : key strategies and practical guidelines

Abstract: Basis of performance management performance management processes performance planning defining objectives measuring performance managing performance throughout the year conducting performance reviews improving performance performance rating 360-degree feedback feedback, counselling and coaching performance management documentation managing organizational performance managing team performance personal development planning performance management and pay developing performance management performance management training evaluating performance management the practice of performance management conclusions.

Data warehouse computing system

Abstract: A data warehouse computing system (20) including a server connected to a client (26), a data warehouse architecture (40), metadata management (130), a population architecture (140), an end-user access architecture (110), an operations architecture (78), and a development architecture (50). The operations architecture includes a server connected with a client, a software distribution tool, a configuration and asset management tool, a fault management and recovery management tool, a capacity planning tool, a performance management tool, a license management tool, a remote management tool, an event management tool, a systems monitoring and tuning tool, a security tool, a user administration tool, a production control application set, and a help desk tool. The development architecture includes a process management tool, a personal productivity tool, a quality management tool, a system building tool, an environment management tool, a program and project management tool, a personal productivity tool and an information management tool.

A systems perspective of performance management in public sector organisations

Abstract: Presents, from a systemic perspective, an examination and discussion of performance measurement, performance indicators and associated improvement initiatives, as typically applied in public sector organisations. Such mechanisms are usually implemented as a causal loop which is established between perceived performance and resulting actions, thereby constituting a form of feedback control. Within this context a two‐dimensional matrix model is postulated in which the independent dimensions are the source of control and the nature of the resultant control‐action. The paper examines the implications revealed by this model within the context of performance management and system dynamics. The potential role of influence diagrams and dynamic simulation models is thereby introduced as a potential means of unravelling the complex behaviour which can often arise in the presence of such interactive cause‐effect loops. A number of typical examples, drawn from within the public sector, are invoked to illustrate the discussion.

Dynamics of performance measurement systems

Abstract: The paper starts with describing the background to the work and goes on to develops a model for integrated and dynamic performance measurement systems. It identifies that current knowledge and techniques are sufficiently mature enough to create dynamic performance measurement systems in practice and illustrates this through a case study. The paper ends with a series of conclusions and lessons as well as highlighting further research and development needs.

Performance management model

Abstract: The delivery of public services in developing countries is over‐centralised. One of the reasons for this is the presence of centralised decision‐making apparatus, which distances power from communities. The centralised decision making reduces accountability among public sector employees and is a good recipe for undesirable decisions and mismanagement of performance and resources at the expense of public service quality. The quality of public sector management in developing countries lags behind those of the developed countries due to the ills caused by over‐centralisation. Hence, the public services in developing countries are a drain on the wealth‐producing part of their economy. Reviews the underlying literature and theoretical framework of performance management (PM) as a systems‐based model for cultivating the “achievement culture” in public sector organisations (PSOs). It looks at how the various practical econometric and managerial techniques can integrate with the PM model in an attempt to excel the philosophy of new public management. The paper concludes by looking at the “new” role of management accounting systems in meeting “information needs” of modern public sector managers, as a potential area for further research. The paper proposes that the adoption of the PM model is a universal remedy for improving service quality in PSOs in developing countries.

Managing Professional Development in Schools

Abstract: Section One: The School as a Learning Community 1. Managing Professional Development in Schools 2. Human Resource Management 3. Investors in People Section Two: The Context 4. Government Policy 5. Initial Teacher Training 6. Practitioners 7. Leadership Section Three: Whole-School Development 8. School Development Plan 9. Appraisal 10. Middle Management 11. Managing Professional Development as a Resource 12. The Way Forward: Performance Management in Schools.

Business psychology and organisational behaviour

Abstract: This is a radical revision and expansion of the successful textbook Psychology in Business. The coverage has been extended to include Organisational Behaviour, with new chapters on Power, Politics and Conflict; Organisational Structure and Design; Organisational Culture; Organisational Change and Development; Human Resource Practices (Performance Management, Rewards, Selection); and Hazards at Work (Ergonomic issues). The original chapters have been thoroughly updated and new material has been added on Intelligence and Testing; Job Design; Communication; Training; Creativity; Decision Styles; Job Satisfaction and Organisational Commitment; Teambuilding; Inter-Group Behaviour; Leadership; International Issues; and Occupational Stress. This will be an essential textbook for courses in business psychology and organisational behaviour. However, due to its comprehensive coverage, it will also provide an invaluable handbook for any practitioner in work psychology, organisational behaviour or personnel management.

Interfacing external metrics into a performance management system

Abstract: A method and apparatus for network management is described. In one embodiment, a method comprises collecting performance data having accompanying meta data including information defining the performance management data and information indicating operations to be performed on the performance management data, and generating output data for display using collected performance management data according to the information indicating the operations to be performed on the performance management data.

Strategic performance management: development of a performance measurement system at the Mayo Clinic.

Abstract: Managing and measuring performance become exceedingly complex as healthcare institutions evolve into integrated health systems comprised of hospitals, outpatient clinics and surgery centers, nursing homes, and home health services. Leaders of integrated health systems need to develop a methodology and system that align organizational strategies with performance measurement and management. To meet this end, multiple healthcare organizations embrace the performance-indicators reporting system known as a "balanced scorecard" or a "dashboard report." This discrete set of macrolevel indicators gives senior management a fast but comprehensive glimpse of the organization's performance in meeting its quality, operational, and financial goals. The leadership of outpatient operations for Mayo Clinic in Rochester, Minnesota built on this concept by creating a performance management and measurement system that monitors and reports how well the organization achieves its performance goals. Internal stakeholders identified metrics to measure performance in each key category. Through these metrics, the organization links Mayo Clinic's vision, primary value, core principles, and day-to-day operations by monitoring key performance indicators on a weekly, monthly, or quarterly basis.

Assessment of facilities management performance – what next?

Abstract: Facilities management operates on the premises that the efficiency of any organisation is linked to the physical environment in which it operates and that the environment can be improved to increase its efficiency. This has increasingly become an important function of the built environment. This paper looks at performance measurement of facilities management practices and argues that the future of performance assessment of facilities management will have to shift in emphasis towards a measurement and management system. It further discusses the potential for the application of such a management system, the balanced scorecard, through which facilities management performance assessment may be explored.

Enhancing performance in health care: a theoretical perspective on agency and the role of information.

Abstract: This paper examines the role of information in securing control of health care systems. The discussion focuses on the impact of the proposed 'Performance Framework', which entails a significant increase in the importance attached to formal performance indicators in the management of the UK National Health Service. The paper starts with a discussion of the role of performance data in securing organizational control within health care systems and summarizes recent research into the behavioural consequences of seeking to control health care agents using such information. A theoretical principal/agent model is then used to illustrate the incentives that exist for dysfunctional behaviour within health care when only imperfect information systems are available. The theoretical results are then examined in the context of a qualitative empirical study, which elicited the perceptions of managers and health care professionals connected with eight NHS hospitals. The study confirmed the existence and importance of serious dysfunctional consequences arising from the use of information as a means of control, and concludes that the Performance Framework will be successful only if it is used in careful conjunction with other means of control.

Assessment of facilities management performance in higher education properties

Abstract: In the general facilities management literature, it is assumed that there is a causal link between facilities management practices and performance. The role of facilities management in facilitating organisational performance, and thereby in providing competitive advantage, is widely acknowledged. However, the mechanisms of how this happens in higher educational establishments are quite unclear, prompting performance evaluation researchers to question whether performance evaluation in fact does add value, and enhance organisational performance. Assessment of performance of buildings of institutions delivering higher educational services has become a matter of particular interest to governments seeking to increase the effectiveness of educational provision and maximise value for money. This paper presents initial findings of the characteristics of important aspects of a performance evaluation approach related to higher education properties, and discusses the development of a framework based on the balanced scorecard to measure performance relating to higher education establishments.

Cross-Cultural Industrial and Organizational Psychology Contributions, Past Developments, and Future Directions

Abstract: This article aims at critically evaluating the theory and scope of cross-cultural industrial and organizational (I/O) research, emphasizing its past and its future. In the theory section, the author discusses the ways sociocultural context influences organizational phenomena. Also discussed are issues such as the level of theory, assumption of linearity, unilateral effect of culture on organizations, conceptualization of culture, and atheoretical nature of research. In the second section, three areas of research, which are underrepresented in cross-cultural I/O literature, are discussed: staffing, performance management, and employee health and safety. It is argued that compared to traditional research topics of cross-cultural I/O psychology (e.g., leadership, motivation, work values, etc.), these topics are more central to the field, more related to improvement of human potential and conditions at work, and better able to guide practices in various cultural contexts.

Accountability and Effectiveness Evaluation in Nonprofit Organizations

Abstract: Introduction1 Accountability: the Foundation of Performance Measurement, Evaluation and Reporting2 Generating Information to Serve Accountability Relationships: Evaluation Methods and Processes3 Recent Research on Accountability Relationships and Evaluation: What Really Goes On?4 The Use of Information in the Accountability Relationship: Further Evidence of Human Problems in the Evaluation Process5 Taking the Next Step: Developing General Standards of Performance Reporting for Non-Profit Organizations6 Grappling with the Dilemmas of Evaluation: A Review of Existing Evaluation Tools for Non-Profit Organizations7 From Concepts to Practice: Improving Cost Information for Decision Making in Non-Profit Organizations8 Case Studies in Performance Management 1: Capital Mental Health Association9 Case Studies in Performance Management 2: The Art Gallery of Greater Victoria10 Making Sense of Multiple Measures of Performance: an Assessment of the CCAF/FCVI Approach to Annual Performance Reporting11 Performance Measurement in Non-Profit Organizations: a Note on Integration and Focus within Comprehensiveness12 The Value Sieve: Accountable Choices Among Incommensurable Programs Christopher CorbettSummary and Conclusions

Strategy, performance and operational research

Abstract: This paper explores the nature of operational research and its interactions with performance measurement and strategy. It is argued that operational research (OR) is well fitted to handle strategic issues as the modelling approach of OR facilitates understanding and learning, and the evaluation of strategies prior to action. The development of problem structuring methods is also a key aid to strategy and policy formulation. OR is also beginning to play a role in performance measurement and there is an opportunity for OR to lead in the improvement of performance measurement systems.

Exploring the relationship between performance management and program impact: A case study of the job training partnership act

Abstract: Programs that involve multiple levels of government may suffer from a principal-agent problem: Lower levels of government may wish to pursue different objectives than the higher level of government that provides funding. One strategy for dealing with this problem is to establish a performance management system where units operating the program are accountable for meeting performance standards and are rewarded or sanctioned depending on how well they perform. Title II-A of the Job Training Partnership Act provides training for economically disadvantaged adults and has operated under a performance management system since 1983 when the program was established. The federal government's goal for the program is to maximize impact on the employment and earnings of participants, but because control groups are not available for the 640 local programs, proxy measures of performance must be used. In this paper, data from an experiment in 16 sites are used to determine how closely measured performance corresponds to program impact. It is concluded that there is only a weak correspondence between the two measures and that the Department of Labor should avoid making significant rewards or sanctions based on the current performance management system. © 2000 by the Association for Public Policy Analysis and Management.

The reinventor's fieldbook : tools for transforming your government

Abstract: THE CORE STRATEGY: CREATING CLARITY OF PURPOSE 1. Improving Your Aim: Using Strategic Management to Create Clarity of DirectionVisioning Outcome Goals Steering Organizations Strategy Development Mission Statements Long - term Budget Forecasting Strategic Evaluation 2. Clearing the Decks: Eliminating Functions That No Longer Serve Core Purposes Program Reviews Periodic Options Reviews Sunset Reviews Asset Sales Quasi Privatization Methods Devolution 3. Uncoupling: Creating Clarity of Role by Separating Steering and Rowing Flexible Performance Frameworks THE CONSEQUENCES STRATEGY: INTRODUCING CONSEQUENCES FOR PERFORMANCE 4. Enterprise Management: Using Markets to Create Consequences Corporatization Enterprise Funds User Fees Internal Enterprise Management 5. Managed Competition: Using Competitive Contracts and Benchmarks to Create Consequences Competitive Bidding Competitive Benchmarking 6. Performance Management: Using Rewards to Create Consequences Performance Awards Psychic Pay Bonuses Gainsharing Shared Savings Efficiency Dividends Performance Pay Performance Contracts and Agreements Performance Budgets 7. Performance Measurement: The Critical Competency THE CUSTOMER STRATEGY: PUTTING THE CUSTOMER IN THE DRIVER'S SEAT 8. Competitive Customer Choice: Making Customers Powerful Through Choice and Competition Competitive Public Choice Systems Vouchers Customer Information Systems Brokers 9. Customer Quality Assurance: Making Organizations Accountable for Service Quality Service Standards Quality Guarantees Redress Complaint Systems Customer Councils and Boards Customer Service Agreements Customer Voice: A Critical Competence THE CONTROL STRATEGY: SHIFTING CONTROL AWAY FROM THE TOP AND CENTER 10. Organizational Empowerment: Giving Managers the Power to Manage Decentralizing Administrative Controls Site - Based Management Waiver Policies Opting Out for Chartering Beta Sites Reinvention Laboratories Intergovernmental Deregulation Mass Organizational Deregulation 11. Employee Empowerment: Giving Frontline Employees the Power to Improve Results Delayering Management Organizational Decentralization Breaking Up Functional SilosLabor - Management Partnership Work Teams Self - Directed Teams Employee Suggestion Programs 12. Community Empowerment: Giving Communities the Power to Solve Their Own Problems Empowerment Agreements Community Governance Bodies Community Visioning and Goal Setting Collaborative Planning Community - Based Funding Asset Transfers to Communities THE CULTURE STRATEGY: DEVELOPING AN ENTREPRENEURIAL CULTURE 13. Changing Habits: Creating a New Culture by Introducing New Experiences Meeting the Customers Walking in the Customer's Shoes Job Rotation Internships & Externships Cross Walking & Cross Talking Institutional Sponsors Contests Large - Scale, Real - Time Strategic Planning WorkOuts Hands - On Organizational Experiences Redesigning Work 14. Touching Hearts: Developing a New Covenant Within Your Organization Creating New Symbols Telling New Stories Celebrating Success Honoring Failure New Rituals Investing in the Workplace Redesigning the Workplace Investing in Employees Bonding Events Sending Valentines 15. Winning Minds: Changing Employees' Mental Models Surfacing the Givens Benchmarking Performance Site Visits Learning Groups Creating a Sense of Mission Building a Shared Vision Articulating Organizational Values, Beliefs, and Principles Using New Language In - House Schoolhouses Orienting New Members Appendix: General Resources

Personnel management : a comprehensive guide to theory and practice

Abstract: List of Figures List of Tables List of Contributors Preface Part I: Personnel Management in Context: 1 Personnel Management in Perspective: Stephen Bach and Keith Sisson 2 Personnel Management in the Lean Organization: Karen Legge 3 Personnel Management in the Extended Organization: Trevor Colling Part II: Planning and Resourcing: 4 Manpower or Human Resource Planning - What's in a Name?: Sonia Liff 5 Recruitment and Selection: Sue Newell and Vw Shackleton 6 Still Wasting Resources? Equality in Employment: Linda Dickens Part III: Employee Development: 7 Towards the Learning Organization: Ewart Keep and Helen Rainbird 8 Management Development: John Storey and William Tate 9 Managing Careers: Helen Newell Part IV: Pay and Performance: 10 From Performance Appraisal to Performance Management: Stephen Bach 11 Remuneration Systems: Ian Kessler 12 Managing Working Time: James Arrowsmith and Keith Sisson Part V: Work Relations: 13 Discipline: Towards Trust and Self-discipline?: Paul K Edwards 14 Direct Participation: Mick Marchington and Adrian Wilkinson 15 Management and Trade Unions: Towards Social Partnership?: Stephanie Tailby and David Winchester

Beyond the learning organization : creating a culture of continuous growth and development through state-of-the-art human resource practices

Abstract: Beyond the Learning Organization will help executives, managers, and human resource professionals put the concepts of the "developmental organization" into practice Experts in the field of human resource and organizational development, Jerry W Gilley and Ann Maycunich examine how the latest advances in HR principles and practices (including recruiting, training, planning, career development, performance management, job design, and compensation and benefits) can be integrated to drive corporate renewal and growth Ultimately, they outline a process for creating an organizational environment that is able to address a wide variety of competitive and strategic challenges, adapt to internal and external changes, and recognize and reward employees at all levels for contributing to corporate goals

Assessment of facilities management performance

Abstract: Facilities management (FM) exists to support the core business, that is the preliminary goal‐seeking activities of the enterprise. The role of FM in facilitating organizational performance, and thereby in providing competitive advantage, is widely acknowledged. Performance measurement (PM) is a topic which is often discussed; however, the mechanisms of how this happens in FM are quite unclear, prompting performance evaluation researchers to question whether performance evaluation in fact does add value and enhance organizational performance. Further, the growing acceptance of a need to measure FM performance is in contrast to a lack of a systematic process for determining appropriate measurements. This proposed study provides a performance‐based approach that considers the FM process elements for measurement to be people‐process‐output‐customers.

Public Sector Organizations: Today's Innovative Leaders in Performance Management

Abstract: Who's coming up with the best new ideas for managing people's performance on the job? Surprisingly, some of the most innovative work in developing new approaches to performance management is being ...

Human resource management : strategies for managing a diverse and global workforce

Abstract: Part I: The Environment for Human Resources. The Foundation and Challenges of H.R.M. A Global Perspective of Human Resources. Workforce Diversity. Regulatory Challenges. Part II: Attracting Human Resources. Job Analysis. Designing Work. Employee Recruitment. Employee Selection. Part III: Assessment and Development. Performance Appraisal and Performance Management. Employee Training and Management Development. Internal Staffing and Career Management. Part IV: Retaining Human Resources. Compensation Systems. Benefits. Health and Safety. Part V: Employee Relations. Labour Unions. Discipline and Counselling.

A leap of faith? Performance pay for teachers

Abstract: This article evaluates the UK government's performance management initiative for teachers in England and Wales as set out in the Green Paper, Teachers: Meeting the Challenge of Change and subsequent technical amplification documents. This new initiative aims to ‘modernize’ the teaching profession, raise standards and provide financial rewards for individuals, teams and whole-school performance. The article draws upon the first detailed analysis of the 4,064 document archive held at the Department for Education & Employment (DfEE) and on the wide body of social science research into performance-related pay and performance management. It finds that when considered as a whole package, the initiative represents a relatively sophisticated set of proposals which reflects a great deal of the most recent thinking in reward management. Critiques, which dismiss the initiative in terms of traditional arguments against performance-related pay could be accused of ignoring some important features of the proposed change...

Proposals for Performance Related Pay for Teachers in English Schools

Abstract: This review concentrates initially on contextualising and then describing the many policy developments during 1999 and the early part of 2000 concerning the payment of teachers. This is followed by a consideration of the implications for teacher motivation, particularly as interpreted by Richardson working with the NUT (National Union of Teachers) to explore the implications of the new reward strategy. A broader contextualisation includes the implications of evidence from business and the public sector on performance pay. Finally, research into recent developments in teacher pay in the USA is considered as of the greatest relevance for policy developments in England and Wales. The newly formed National Assembly in Wales has distinctive responsibilities for education so this article will only refer to England. This article ranges widely to present performance related pay and performance management in England in early 2000.

Benchmarking as a performance management tool: experiences among municipalities in North Carolina

Abstract: Benchmarking takes three distinct forms in the public sector, each serving a different purpose. When applied properly and with care, benchmarking is a performance improvement technique that can yield tangible results, as demonstrated by the North Carolina cities of Greensboro, Wilmington, and Winston-Salem.

Using 3608 feedback and the integral model to develop leadership and management skills

Abstract: Leadership and management skills are increasingly required to navigate organisations through the complexities and changes of contemporary environments. Over the last decade, 3608 feedback is a process that has gained wide usage to help development of these skills. Summarises current research on 3608 feedback and the development of an integrated model of leadership and management based on the theories of Wilber. The article describes a comprehensive “integral” model and a questionnaire that uses elements of 3608 feedback to measure roles of leadership and management, as well as dimensions of self‐development and strategic change skills. This approach is applied to a sample of 304 managers and over 1,000 subordinates. The construction, validity and results of the questionnaire are discussed, as well as the major leadership strengths and weaknesses of the sample managers. Issues and experiences in the use of this model and the 3608 process are described.

Rethinking organisational learning in local government

Abstract: The article outlines the results of research undertaken with 146 local authorities in England and Wales. There are two aims to this paper. First, to identify some of the ways in which local government understands and puts into practice the notion of organisational learning. Second, to encourage a broader understanding and practice than exists at present. Our research suggests that local authorities have created a self‐limiting notion of organisational learning particularly based on performance management and management development imperatives orientated towards the individual employee. We suggest various ways in which authorities might shift the focus from individual to organisational learning.