Survey performance management approaches

Management goals that may make attainment of the official, stated goals possible.

At their broadest level, management goals might be stated as follows:

to secure the resources necessary to support the organization's programs adequately;
to build and maintain employee morale;
and to maintain internal stability within the organization.

Third, individual employees and clients may have their own goals, such as

having a pleasant work place,
advancing their careers,
building their retirement fund or "doing easy time."

All these goals may affect the organization's performance.

If all these types of external and internal goals affect the performance of corrections programs, should the performance measurement system monitor progress toward all these goals?
 

The competitive edge of modern-day business emerges from creation or discovery of a performance management. A system that increases efficiency, decreases cost or enhances quality confers immediate competitive advantage on its creator and sets a standard for the rest of the industry to follow. But once disseminated across the field of competition, it becomes the standard. Now a new, yet more innovative, high performance system must be discovered that once more creates competitive advantage for its inventors.

Performance management builds on a foundation of technical and ethical knowledge. Leaders determine which values their organizations promote and also how these values are reflected through strategies and program goals.

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Within the context of formal performance appraisal requirements, rating means evaluating employee or group performance against the elements and standards in an employee's performance plan and assigning a summary rating of record. The rating of record is assigned according to procedures included in the organization's appraisal program. It is based on work performed during an entire appraisal period.