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Planning
"Planning" means setting performance expectations and
goals for groups and individuals to channel their efforts toward
achieving organizational objectives. It also includes the measures
that will be used to determine whether expectations and goals are
being met. Involving employees in the planning process helps them
understand the goals of the organization, what needs to be done,
why it needs to be done, and how well it should be done.
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Title
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Description
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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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Balancing Individual and Team
Measures (6/99)
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The National Personnel Records Center in St. Louis, Mo., shares
its experience with moving to a new performance management program
designed to strike a balance between appraising individual and team
performance.
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Change the Language To Change
the Culture (6/00)
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Describes the importance of developing and using balanced measures
to create an empowering, results-oriented, integrated, and externally
focused culture.
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Dispelling Myths about Poor
Performers (4/99)
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Describes the findings of OPM's study, "Poor Performers in
Government: A Quest for the True Story," that examines the
common perception that there are too many poor performers in the
Federal Government.
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Formula for Maximizing Performance
(Summer 2001)
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Explains how organizations and employees must have both the capacity
and the commitment to perform in order to achieve good performance.
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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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Good Performance Management
Aids Retention and Productivity (4/99)
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Presents the results of three studies on retention and productivity
describing the critical factors for creating a productive work environment
and retaining good employees.
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NARA Re-engineering: The Story
Begins (2/99)
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Provides insight into one agency's efforts to re-engineer its work
processes after experiencing both 15 percent downsizing and a workload
increase.
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Performance is the Centerpiece
of Government Reform (Summer 2001)
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Describes President Bush's initiatives, requirements for workforce
planning and restructuring, human resources flexibilities, and the
focus of the President's Management Council.
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Performance Management Competencies:
Communication Skills (Spring 2001)
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Explains why it is important for managers to possess excellent
communication skills and why they are essential for effective performance
management.
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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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Successful Change Requires Planning
(10/96)
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Describes the changing world of work that all Federal employees
are facing today.
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Telecommuting Requires Topnotch
Performance Management (Winter 2001)
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Describes how supervisors can maintain employee performance levels
in a telecommuting environment.
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