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The Transportation Security Administration (TSA) serves as a model of innovation in its performance measurement and management activities. While it is a new agency that continues to evolve, it has [...]

The authors describe how Colorado Springs, Colorado used the learning environments methods used by private industry to evaluate the performance of police officers.

I'm blessed. This summer I've had the opportunity to address two NRECA events -- the combined Finance/IT Conference in Colorado Springs, and the CEO Conference in Traverse City, MI. I've [...]

Diagnosing and treating poor performance in the workplace is examined.

You just need to get teams involved and on the right track. Jerry Seinfeld had some insight on performance measures: 'People love to recommend their doctor to you. I don't [...]

Various approaches can be done to formulate an efficient performance review for chief financial officers. At Beckman Instruments, CFO Dennis Wilson conduct his own performance review by gathering feedback from internal and external finance users, such as insurance brokers and bankers. Another approach is the 360-degree evaluation, wherein chief executive officers collect views from subordinates, peers and from other employees working with executives., Remember the old vaudeville joke 'The food in this place is terrible -- and there's so little of it!'? That about sums up popular feelings concerning top-level performance reviews; they're [...]

Introduction The success and continuity of an organization depend on its performance, which may be defined as 'the way the organization carries its objectives into effect'. This requires that 'all [...]

Accounting for and auditing the costs and impact of information technology pose a serious challenge to government accountants. Many of them use measures of effectiveness that focus largely on information systems. It is proposed that accounting practitioners can contribute more in efforts to improve the management of information technology by developing measures of IT effectiveness that focus on people. These measures should concentrate on the real focus of IT, which is the users, programmers, customers, agency heads and clerks. Some examples of people-centered measures are satisfaction with system performance, amount/duration/long-term effectiveness of user training, frequency of trouble reports, and performance on specified tasks compared to a norm.

Human resources professionals must make the effort to assist long-time employees showing poor performance. Employees must be told about their problem, while addressing the need for additional skills or training. A time frame must be also set for monitoring progress. Termination may be an option if an employee shows no desire to improve, while more time may be required if the observed progress fails to meet performance goals., Written improvement plans, timetables and regular progress evaluations are vital to improving - or dismissing - poorly performing long-term employs. Few 'gray areas' are as troubling in the day-to-day function [...]

High standards of employee work performance are essential to the quality of a company's products. Quantity should not be emphasized over quality. Standards should be set with the expectation that they will be met. Employees should understand how quality work benefits them. For example, defective products will hurt the company's reputation in the market place, which will in turn hurt the employee. Supervisors should get to know their employees well and encourage creativity and innovation. Additional means of improving work performance are discussed., The success and profitability of your company depends on both quality and quantity output of your department. Whether you work in an office, plant or in the field, there is [...]

This article examines the experience of several agencies in Florida state government with their standards-based performance appraisal system and develops and tests a researcr strategy for determining the effect of […]

When a manager refers to an employee as a source of frustration, it is time to put the person's behavior to the passive-aggressive diagnostic test. Dan Sullivan feels stuck and [...]

Three different scenarios analyze the most effective methods to discuss an employee's substandard performance and get the employee back on track., An employee's performance suddenly slips. What can be done? Three management experts walk us through a turnaround scenario Susan Hernandez, head of marketing at a consumer-products company, was pleased with [...]

The Japanese management philosophy kaizen, which emphasizes a gradual, unending improvement process, can be used by an organization's internal auditing department to maximize the effectiveness of internal auditing. Improvements in auditing processes will be made if internal auditors continually try to improve their technical and interpersonal skills. The skills that internal auditors must improve include: their risk assessment methods; the documentation and support of their work; and the communication of their results. The Boeing Co's Performance Management program requires all employees to evaluate their own and the firm's performance and to set goals for improvement. The opportunities that managers should promote include the elimination of constraints, and auditors' career growth.

Here we are again! Where are you with the 2007 Office of Inspector General (OIG) work plan? Have you done any risk assessment using the 2007 OIG work plan? It [...]

What do most accountants want? Usually to travel the royal road from merely supervising transaction processing, past providing pro-active support to management, to the final destination of being treated as [...]

Competence-related pay is increasing in popularity among European employers. A recent Towers Perrin report indicates that 20% of 300 respondents were relating competences to pay for certain staff members while 50% considered competence-related pay as one of their top three priorities. There are two ways by which pay can be tied to competence. One is to treat pay as a job-oriented process that uses competence headings to assess jobs or roles. The other is to treat it as a people-oriented process that relates pay raises to the competence levels that workers achieve. A third option is to integrate the two processes into a single scheme. Competence-linked pay is recommendable if competence is critical to competitive advantage, competence structures are in line with core business needs, the organization is flat, knowledge workers are employed, broadbanded pay scheme exists, and performance management processes are used.

There has been an increasing focus on the performance of workers through appraisal, performance-related pay and performance management and this emphasis on measuring performance has extended to the public sectorumore specifically, to the teaching profession. This paper uses research commissioned by the DfES to investigate the operation of capability procedures introduced to deal with the perceived problem of incompetent teachers. It revealed that the procedures suffered from a number of defects both in modus operandi and style and there was little evidence that their application resulted in either improved performance or dismissal when satisfactory performance was not achieved.

In the third part of our series on developing an HR strategy, Keith Rodgers explores the four core areas that really make or break a performance management programme Given the [...]

Nearly four months after the Risk & Insurance Management Society Inc. unveiled a broad set of guidelines for performance expectations, some risk managers are beginning to incorporate them into their [...]

Frimley Park Hospital in Surrey has been chosen as one of six in the country to take part in a pilot scheme which will reward NHS staff with cash bonuses [...]

Method prevents evaluation based on behavior To succeed, organizations need their employees to focus on their work. According to a recent Gallup survey of more than 80,000 workers, that's what [...]

How to guarantee profitable results in an uncertain economy. After a decade of easy living in the business lane, many electrical distributors now face the challenges of managing a business [...]

Regular measurement, analysis, goal selling and score keeping will help you understand and improve your shop's financials, as well as its production numbers. How am I doing? It's a question [...]

Securing funding for your B2B project will require proof of returns on investment. JANE DUDMAN finds out how to measure the success of your online business With the downturn in […]

Fryane, Colette A. and J. Michael Geringer (2000), 'Self-Management Training for Improving Job Performance: A Field Experiment Involving Salespeople,' Journal of Applied Psychology, v.85, i.3 (June), 361-372. Sixty salespeople were [...]

A holistic approach to performance management could mean the difference between organisational success and failure. Roland Stringer discusses how firms can benefit from aligning their performance measurement systems One of [...]

Remember the game called 'telephone' from childhood? One person tells another something and it gets passed around the circle. The end result is always a far cry from the original [...]

There has been a long-standing complaint about civil service test results. Too often, highly regarded candidates do not score well enough to be reached for appointment, and poorly regarded candidates [...]

Performance reviews are a touchy subject that can cause discomfort on both sides of the table. But it doesn't have to be like that. In this first of a two-part […]

Eight steps to establishing your IT performance measures As more and more organizations are devoting significant resources (both financial and human) to their e-business and information technology (IT) initiatives, one [...]

Giving employees honest feedback on their performance can be one of the toughest jobs a manager can do. Leaders often shy away from delivering the honest feedback their employees need [...]