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360-degree feedback accountability for results Accounting Office Align assessed base salary bonus level Cabinet Office Canadaís Performance Management competencies contribute to organizational critical job responsibilities customer satisfaction departmentís deputy minister develop Director distinctions in performance effective performance management employees and stakeholders example executive payroll executiveís federal agencies Federal Aviation Administration fiscal year 2001 follow-up actions GAOís governmentwide incentive envelope help individuals High-performing organizations Human Capital Management implemented individual performance plans individualís Involve employees IRSís issues leadership Managing for Results meaningful distinctions ministry ministryís performance organizationís organizational boundaries organizational goals organizational performance Organizational Success percent performance agreements Performance and Organizational performance appraisal performance commitments performance gaps performance information Performance Management Program performance management systems Practices for Effective public sector organizations Results-Oriented Cultures Senior Executive Performance Specifically Strategic Goals Strategic Human Capital Summary Evaluation Ratings supporting behaviors Transportation Security Administration Veterans Benefits Administration VISN VISNís Washington workgroup
Page 5 - which are critical to successful organizations. To help agency leaders effectively lead and manage their people and integrate human capital considerations into daily decision making and the program results they seek to achieve, we developed a strategic human capital model.
Page 26 - High-performing organizations have found that actively involving employees and stakeholders, such as unions or other employee associations, when developing results-oriented performance management systems helps improve employees' confidence and belief in the fairness of the system and increase their understanding and ownership of organizational goals and objectives.
Page 1 - The federal government is in a period of profound transition and faces an array of challenges and opportunities to enhance performance, ensure accountability, and position the nation for the future. High-performing
Page 1 - Effective performance management systems are not merely used for onceor twice-yearly individual expectation setting and rating processes, but are tools to help the organization manage on a day-to-day basis. These systems are used to achieve results, accelerate change, and facilitate two-way communication throughout the year so that discussions about individual and organizational performance are integrated and ongoing. The
Page 5 - Despite the considerable progress over the past 2 years, it remains clear that today's federal human capital strategies are not appropriately constituted to meet current and emerging challenges or drive the needed transformation across the federal government.
Page 13 - High-performing organizations require individuals to take follow-up actions based on the performance information available to them. By requiring and tracking such follow-up actions on performance gaps, these organizations underscore the importance of holding individuals accountable for making progress on their priorities.
Page 4 - 5. Use competencies to provide a fuller assessment of performance. High-performing organizations use competencies, which define the skills and supporting behaviors that individuals need to effectively contribute to organizational results, and are based on valid, reliable, and transparent performance management systems.
Page 4 - performance information available to them. By requiring and tracking such follow-up actions on performance gaps, these organizations underscore the importance of holding individuals accountable for making progress on their priorities. 5. Use competencies to provide a fuller assessment of performance.
Page 1 - basis. These systems are used to achieve results, accelerate change, and facilitate two-way communication throughout the year so that discussions about individual and organizational performance are integrated and ongoing.
Page 32 - General Accounting Office, Results-Oriented Cultures: Using Balanced Expectations to Manage Senior Executive Performance, GAO-02-966 (Washington, BC: Sept. 27, 2002); Results-Oriented Cultures: Insights for US Agencies from Other Countries' Performance Management Initiatives, GAO-02-862 (Washington, BC: