Quest for Balance: The Human Element in Performance Management Systems explores for the first time the impact that individuals have on PMS and company.
Table of contents
- Quest for Balance: The Human Element in Performance Management Systems | مرکز مالی ایران
- Top Authors
- The fairness factor
- The fairness factor in performance management
Quest for Balance: The Human Element in Performance Management Systems | مرکز مالی ایران
Provides an explanation of competencies and describes which specific competencies supervisors and team leaders need to develop to help them manage their employee's performance. Doing What Comes Naturally. Describes performance management as a systematic process including: Formula for Maximizing Performance.
Explains how organizations and employees must have both the capacity and the commitment to perform in order to achieve good performance. Understanding Performance Management Process and Practices. Explains why it is important for supervisors to have a good understanding of the performance management process and their agency practices. Performance Coaching and Feedback. Second in a series of articles that describes supervisory competencies.
Explains why it is important for supervisors to possess good coaching skills and be able to provide their employees effective feedback. Third article in a series that describes supervisory competencies. Explains why the ability to initiate and the skill to guide employees toward performance goals are important to today's supervisors. Fourth in a series that describes supervisory competencies. Explains why supervisors need to become experts in establishing performance plans that allow them to make meaningful distinctions in levels of performance.
Last in a series of articles that describes supervisory competencies.
Describes highly specialized skills and abilities a manager must possess to effectively deal with employee performance in a high performing work unit. Describes how the Kennedy Space Center uses an innovative interactive software application to plan, manage, and communicate center-wide initiatives.
Top Authors
Defines pay for performance and describes what characteristics organizations with successful pay for performance programs share. The Fable of the Beekeepers and Their Bees. Describes the benefits three agencies gained by using results-oriented performance agreements with their agency leaders and executives. Discusses goal setting competencies for supervisors and reviews recommendations made in two publications. Describes formal and informal methods to ensure employees know that the agency values employee performance.
The fairness factor
Supervisors in the Federal Government: Reviews an OPM study of the status of agencies' efforts to select, develop, and evaluate first-level supervisors. Discusses issues dealing with performance-based actions the reduction in grade or removal of an employee based solely on performance.
What to Avoid When Writing Standards. Defines "retention" standards, discusses the basic requirements for these standards, and highlights some of the things you should avoid when writing them. Looks at how to assign credit when an employee does not have three ratings of record within the last four years or has equivalent ratings of record. Reviews the benefits of teleworking and describes how supervisors can maintain employee performance levels in a teleworking environment.
Strategies for Managing Teleworkers' Performance.
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Describes how the Department of Transportation and the Department of Energy developed strategies to effectively manage teleworkers. Presents a brief overview of the Team Leader Guide and describes some of the performance management functions that team leaders can do. Customer Teams at Bonneville Power Administration. Describes how Bonneville uses its business plan and customer teams to implement its primary objective: Group Incentive Award Increases Productivity. Recognition Improves Customer and Employee Satisfaction. Describes a customer and peer nomination award program aimed at recognizing employees who go the extra mile by providing quality patient care.
Describes how to identify elements and standards that measure the results of a secretary's work. Describes the efforts of one support organization to link to their agency's strategic goals and how they choose to communicate their organizational goals to customers and employees. The Department of Agriculture's Food and Nutrition Services shares how performance management has a positive effect on their organizational bottom line. Designing Performance Appraisal Systems: Aligning Appraisals and Organizational Realities.
The Balanced Scorecard by Robert S. Kaplan and David P. Norton; Harvard Business School Press, Reviews the book, The Balanced Scorecard , and briefly explains the balanced scorecard approach. Warren Blank's book, The 9 Natural Laws of Leadership and briefly explains the connection between leadership and performance management. Reviews Kaplan and Norton's book, The Strategy-Focused Organization , and briefly explains the 5 principles for achieving strategic focus and alignment. Kotter; Harvard Business School Press, Summarizes characteristics high performance teams must possess to survive organizational change as described in John P.
Kotter's book, Leading Change. Provides guidance for measuring organizational and group performance that can be applied to improve the employee performance management process. A Quest for the True Story," that examines the common perception that there are too many poor performers in the Federal Government. Outlines some approaches agencies are using in their awards programs to support and promote agency-wide customer service standards.
Describes the benefits of nonmonetary awards and describes how this form of recognition can be more effective than cash awards. Describes how three organizations used employee involvement to improve their awards programs and support improved performance. Provides information to assist agencies in designing and revitalizing their suggestion programs, including examples of successful programs from both private and public sector organizations.
Describes effective performance management practices recognized and rewarded by the General Services Administration GSA. Provides guidance on budgetary limits on individual awards spending during fiscal years and Read an Excerpt Excerpt 1: Product not available for purchase. Description Explains the competencies a manager must possess in order to use a balanced scorecard.
He has master's degrees in chemistry and business administration, a doctoral degree in economics, and is certified in production and inventory management. As a consultant, he has focused on projects including the selection and implementation of production, logistic, and financial software packages; cost analyses; and designing logistic concepts and information technology infrastructures. He recently worked on a benchmark study for a Dutch multinational performed in Japan, Germany, and the United States.
The fairness factor in performance management
De Waal has published over forty articles and twelve books on the topic of performance management. Permissions Request permission to reuse content from this site. Table of contents Introduction. Brief History of Performance Management Systems. Purpose of Performance Management Systems. Development of Performance Management Systems.
Benefits of Performance Management Systems. Importance of Behavioral Factors. Identifying the Behavioral Factors.