Staff Recommendations (What
to read when you can't read it all.)
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Title
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Description
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Effective Performance Management: Doing
What Comes Naturally (10/97)
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Describes performance management as a systematic process that includes
planning, monitoring, developing, rating, and rewarding.
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The Fable of the Beekeepers and Their
Bees (8/97)
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Describes the advantages of measuring and rewarding results versus
activities.
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Good Measurement Makes a Difference
in Organizational Performance (6/99)
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Presents the findings of a study done by the Metrus Group on the
value of using strategic measures to track customer and employee
satisfaction, financial performance, and operating efficiency.
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A Handbook for Measuring Employee
Performance: Aligning Employee Performance Plans with Organizational
Goals (9/01) PDF file 1.7MB
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Describes a method for developing employee performance plans that
are aligned with and support organizational goals using an 8-step
process. Provides guidelines for writing performance elements and
standards along with hands-on exercises to give users a chance to
practice their new skills.
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Measuring Team Performance (8/94)
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Provides tips for designing a measurement system that supports
and improves the performance of teams and their individual members.
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Performance Appraisal for Teams
(8/98)
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Describes how critical, non-critical, and additional performance
elements can be used to plan, measure, monitor, rate, and reward
a team's performance.
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Using Balanced Measures as
a Basis for Managers' Incentive Pay (4/99)
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Provides three examples of how agencies can use current award authorities
to provide incentives that reward managers who achieve organizational
goals.
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Title
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Description
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360-Degree Appraisal: A Case Study
(4/94)
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Discusses the advantages of using a variety of information sources
to appraise employee performance and/or to provide feedback on performance.
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Achieving Success Through Results-Based
Management (6/99)
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Mr. Maurice McTigue, a former New Zealand Cabinet Minister and
international authority on performance management, shares his views
on results-based management.
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Agencies Discover the Value
of Evaluation (8/99)
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Describes how two agencies had their performance appraisal programs
evaluated, what they found, and changes they plan based on those
results.
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Balancing Measures for Managers
(Fall 2001)
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Explains how using measures of business results, customer perspective,
and employee perspective to assess managerial performance can provide
a more accurate and complete picture.
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Balancing Measures of Performance
(12/96)
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Reviews the performance measures being used by the New York Regional
Office of the Veterans Benefits Administration. This approach uses
organizational outcomes that become the basis for performance ratings
and rewards.
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Balancing Measures: Best Practices
in Performance Management (2/00)
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Explains what balanced measures are and how they can help agencies
achieve long-term goals.
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Clear Goals Lead to Success
in GSA (2/00)
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Explains how GSA's Linking Budget to Performance initiative
got Region 2 to focus on results and performance improvement.
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Effective Performance Management: Doing
What Comes Naturally (10/97)
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Describes performance management as a systematic process that includes
planning, monitoring, developing, rating, and rewarding.
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FAA Measures Employee Performance Based
on Results (10/98)
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Describes how one organization within the Federal Aviation Administration
is using results-based measures in employee performance plans.
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The Fable of the Beekeepers and Their
Bees (8/97)
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Describes the advantages of measuring and rewarding results versus
activities.
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Facts about Measuring Team Performance
(10/95)
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Provides four approaches to measuring employee performance, two
at the individual level and two at the team level.
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Good Measurement Makes a Difference
in Organizational Performance (6/99)
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Presents the findings of a study done by the Metrus Group on the
value of using strategic measures to track customer and employee
satisfaction, financial performance, and operating efficiency.
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Making the Connection: Aligning
Employee Performance with Organizational Goals (8/99)
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Describes the Handbook for Measuring Employee Performance: Aligning
Employee Performance Plans with Organizational Goals and explains
how to obtain a copy.
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Measurement and Rewards Improve
Performance at GSA (2/00)
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Explains how the General Services Administration (GSA) Linking
Budget to Performance initiative improves organizational and
individual performance.
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Measurement Study Features "Best-in-Class"
(10/97)
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Describes a 1997 benchmarking study issued by the National Performance
Review (NPR). Provides practical information about organizational
performance measurement.
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Measuring Hard-to-Measure Work:
Research Scientists (4/00)
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Describes one approach to developing elements and standards that
measure scientific work that often involves multi-year efforts before
attaining final results.
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Measuring Hard-to-Measure Work:
Secretary (6/00)
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Describes how to identify elements and standards that measure the
results of a secretary's work.
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Measuring Hard-to-Measure Work:
Supervisor (8/00)
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Describes how to identify elements and standards that measure the
results of a supervisor's work.
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Measuring Team Performance (8/94)
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Provides tips for designing a measurement system that support and
improves the performance of teams and their individual members.
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Multi-Rater Appraisal (10/95)
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Provides insight into a team-based structure for employee appraisal
systems.
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OPM Survey Shows Agencies
Successfully Practice Performance Management (Summer 2001)
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Describes the results of OPM's Merit System Principles Questionnaire
in the area of performance management through a review of related
questions.
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President's Management Council
Committed to Performance Management (2/00)
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Summarizes how agencies can become more accountable, performance-based,
and results-oriented as covered in the "Report to the President's
Council on Managing Performance in Government."
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The Balancing Act (fall/00)
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Describes the Department of Interior, Bureau of Land Management's
use of balanced measures to improve their organizational performance.
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Using Balanced Measures as
a Basis for Managers' Incentive Pay (4/99)
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Provides three examples of how agencies can use current award authorities
to provide incentives that reward managers who achieve organizational
goals.
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Using a Balanced Scorecard Approach
to Measure Performance (4/97)
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Describes a method of balancing internal and process measures with
results and financial measures.
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