Performance management and assessment: Methods for improved rater accuracy and employee goal setting

2004 ◽  
Vol 43 (4) ◽  
pp. 319-336 ◽  
Author(s):  
Manuel London ◽  
Edward M. Mone ◽  
John C. Scott
Keyword(s):  
Performance Management ◽  
Goal Setting ◽  
Assessment Methods ◽  
Rater Accuracy

scholarly journals The Impact of Performance Management on Mission Statement and Operational Goal Setting

2014 ◽  
Vol 9 (11) ◽  
Author(s):  
Fatemeh S. Shahmehr ◽  
Narges Safari ◽  
Mohammad Javad Jamshidi ◽  
Noor-Mohammad Yaghoobi
Keyword(s):  
Performance Management ◽  
Goal Setting ◽  
Mission Statement ◽  
The Impact ◽  
Operational Goal

Goal Setting and Performance Management in the Public Sector

2008 ◽  
Vol 11 (4) ◽  
pp. 385-403 ◽  
Author(s):  
Gary P. Latham ◽  
Laura Borgogni ◽  
Laura Petitta
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Goal Setting ◽  
The Public ◽  
And Performance

Goal setting and performance management

2017 ◽  
pp. 67-87
Author(s):  
Edward Ochieng ◽  
Andrew Price ◽  
David Moore
Keyword(s):  
Performance Management ◽  
Goal Setting ◽  
And Performance

Transforming Performance at Patagonia

2020 ◽  
pp. 150-166
Author(s):  
Chris Mason
Keyword(s):  
Performance Management ◽  
Goal Setting ◽  
Employee Performance ◽  
New Approach ◽  
Company Culture ◽  
And Performance

In the summer of 2015, Patagonia began a transformation to an entirely new approach to employee performance, one that would reinforce the company culture and empower employees to drive their performance continuously throughout the year and more directly connect their work to the company mission. The new approach drew on the latest research and emerging practices in performance management (PM) and was built on more frequent goal setting and performance conversations, supplemented by continuous crowdsourced feedback. At the heart of the approach is the belief that employees need to be the best drivers of their own performance, leading to an employee-centric design for each action or tool that enables the new approach. This case shares Patagonia’s journey to transformation from a traditional PM system to a more dynamic and employee-centric approach to performance.

scholarly journals Goal Setting in Teams: Goal Clarity and Team Performance in the Public Sector

2016 ◽  
Vol 38 (4) ◽  
pp. 472-493 ◽  
Author(s):  
Marieke van der Hoek ◽  
Sandra Groeneveld ◽  
Ben Kuipers
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Goal Setting ◽  
Team Performance ◽  
Empirical Studies ◽  
Self Management ◽  
Future Research ◽  
Extensive Literature ◽  
The Public ◽  
Goal Clarity

With the rise of performance management, work in the public sector has changed. An output focus has become more common. Other changes include decentralization and managing organizations more horizontally. Setting performance goals and working in teams exemplify these developments. Despite an extensive literature on goal setting, research on goal setting in teams and empirical studies in public organizations have been largely absent. This study contributes to the fields of public management and teamwork by examining whether and under what team conditions clear goals contribute to team performance in the Dutch public sector. Analyses on survey data ( n = 105 teams) show that both goal clarity and self-management positively affect team performance. The effect of goal clarity on team performance is not affected by teamwork though, indicated by insignificant moderation effects of self-management and information elaboration. Suggestions are offered for future research to better understand goal setting in public sector teams.

scholarly journals Exploring Performance Management of Volunteers in Non-Profit Organisations in New Zealand’s Human Service Sector

2021 ◽  
Author(s):  
◽  
Magdalena Weber
Keyword(s):  
New Zealand ◽  
Performance Management ◽  
Goal Setting ◽  
Process Model ◽  
Management Practices ◽  
Non Profit ◽  
Feedback Training ◽  
Training Development ◽  
Grey Area

<p>Many non-profit organisations (NPOs) are highly dependent on volunteers to achieve their mission, and while volunteers tend to be motivated by altruistic reasons, performance management (PM) likely plays a key role in facilitating their commitment and directing their efforts to achieving their goals and the organisation’s mission. Therefore, the purpose of this study is to investigate the PM process as applied to volunteers in an NPO in New Zealand. Moreover, the similarities and differences between PM practices used for employees and volunteers are examined.   Extant non-profit research has focused on individual management practices, but largely ignored the holistic PM process, whereas existing for-profit literature has concentrated on performance appraisals and evaluations, rather than PM. This study contributes to the limited research on PM processes by drawing together research from both sectors to develop an updated PM process model which is based on current PM trends and includes the steps goal-setting, feedback, training/development, and rewards/recognition. Due to the dearth in research on volunteer PM, a qualitative approach was deemed appropriate for this study to gain a deeper understanding of contextual factors and the research problem. A single case study was chosen to collect rich and in-depth data about the perceptions and experiences of managers and volunteers regarding PM. The New Zealand Cancer Society’s Otago Southland Division (OSD) was selected as case study organisation and 19 semi-structured interviews were conducted with ten managers and nine volunteers. The interviews were held in late 2016 in four locations, the Cancer Society’s national office in Wellington and the OSD’s three main offices, Dunedin, Invercargill, and Queenstown.    The findings show that managers and volunteers struggle with the concept of PM in relation to volunteers because of its poor reputation and perceived unsuitability due to the special characteristics of volunteering. The individual practices, however, generated interest among participants as most practices are already used for volunteers in the OSD, albeit in an informal, ad-hoc manner and under the designation ‘volunteer management’. The interviews revealed a pattern of accepted (rewards/recognition), unaccepted (goal-setting) practices and a “grey area” of practices which allow for further development (feedback, training/development). Volunteers’ motivation and the frequency of use of the practices in the OSD influence if participants perceived them as accepted, unaccepted or as practices with potential (grey area). Based on the outcomes of this study, the updated PM process model was adapted to reflect the OSD’s PM practices for volunteers.    Some inconsistencies in the participants’ perceptions and experiences of PM and a lack of clear volunteer PM procedures were detected. The findings revealed that managers are reluctant to formalise the management practices for volunteers out of fear of losing them and, thus, hide certain practices behind social events which blurs the boundaries between the practices. The findings, therefore, suggest that PM is a valuable concept for the management of volunteers in NPOs, but that a semantic problem exists which prevents the further engagement with PM. Resulting implications are proposed which include a terminology change of PM in NPOs to conceal the managerial character of this concept.</p>

scholarly journals Exploring Performance Management of Volunteers in Non-Profit Organisations in New Zealand’s Human Service Sector

2021 ◽  
Author(s):  
◽  
Magdalena Weber
Keyword(s):  
New Zealand ◽  
Performance Management ◽  
Goal Setting ◽  
Process Model ◽  
Management Practices ◽  
Non Profit ◽  
Feedback Training ◽  
Training Development ◽  
Grey Area

<p>Many non-profit organisations (NPOs) are highly dependent on volunteers to achieve their mission, and while volunteers tend to be motivated by altruistic reasons, performance management (PM) likely plays a key role in facilitating their commitment and directing their efforts to achieving their goals and the organisation’s mission. Therefore, the purpose of this study is to investigate the PM process as applied to volunteers in an NPO in New Zealand. Moreover, the similarities and differences between PM practices used for employees and volunteers are examined.   Extant non-profit research has focused on individual management practices, but largely ignored the holistic PM process, whereas existing for-profit literature has concentrated on performance appraisals and evaluations, rather than PM. This study contributes to the limited research on PM processes by drawing together research from both sectors to develop an updated PM process model which is based on current PM trends and includes the steps goal-setting, feedback, training/development, and rewards/recognition. Due to the dearth in research on volunteer PM, a qualitative approach was deemed appropriate for this study to gain a deeper understanding of contextual factors and the research problem. A single case study was chosen to collect rich and in-depth data about the perceptions and experiences of managers and volunteers regarding PM. The New Zealand Cancer Society’s Otago Southland Division (OSD) was selected as case study organisation and 19 semi-structured interviews were conducted with ten managers and nine volunteers. The interviews were held in late 2016 in four locations, the Cancer Society’s national office in Wellington and the OSD’s three main offices, Dunedin, Invercargill, and Queenstown.    The findings show that managers and volunteers struggle with the concept of PM in relation to volunteers because of its poor reputation and perceived unsuitability due to the special characteristics of volunteering. The individual practices, however, generated interest among participants as most practices are already used for volunteers in the OSD, albeit in an informal, ad-hoc manner and under the designation ‘volunteer management’. The interviews revealed a pattern of accepted (rewards/recognition), unaccepted (goal-setting) practices and a “grey area” of practices which allow for further development (feedback, training/development). Volunteers’ motivation and the frequency of use of the practices in the OSD influence if participants perceived them as accepted, unaccepted or as practices with potential (grey area). Based on the outcomes of this study, the updated PM process model was adapted to reflect the OSD’s PM practices for volunteers.    Some inconsistencies in the participants’ perceptions and experiences of PM and a lack of clear volunteer PM procedures were detected. The findings revealed that managers are reluctant to formalise the management practices for volunteers out of fear of losing them and, thus, hide certain practices behind social events which blurs the boundaries between the practices. The findings, therefore, suggest that PM is a valuable concept for the management of volunteers in NPOs, but that a semantic problem exists which prevents the further engagement with PM. Resulting implications are proposed which include a terminology change of PM in NPOs to conceal the managerial character of this concept.</p>

GOAL-SETTING IN DGCE: A CASE STUDY OF XXX CUSTOMS OFFICE

2020 ◽  
Vol 4 (2) ◽  
Author(s):  
Dimas Pratama
Keyword(s):  
Performance Management ◽  
Goal Setting ◽  
Management System ◽  
System Development ◽  
Performance Management System ◽  
Directorate General ◽  
Document Review ◽  
Goal Characteristics ◽  
Depth Interviews

ABSTRACT: This study aimed to investigate goal-setting characteristics in the Directorate General of Customs and Excise (DGCE) using the XXX Customs Office as a sample. Document review related to Performance Management System (PMS) was examined, and in-depth interviews with employees in-charge are conducted for data collection. The result showed that goal-setting in DGCE partially had met quality goal characteristics in a way that the goals are specific and unambiguous. However, they are not challenging. Regarding participation, goals are mostly self-set at the staff level while they are more assigned at the supervisor level. From the employee perspective, goal-setting is sufficient to help them focus their effort and also set the work standard. This study also found that performance-related feedback is provided informally or maybe worse, it was neglected. This study provides an initial understanding of goal-setting practice in DGCE for further system development. One implication is to increase the number of mandatory KPIs for staff level.Keywords: Performance Management System, Goal-setting, Public sector, Indonesian Customs.ABSTRAK: Studi ini bertujuan untuk meneliti karakteristik sasaran kerja pegawai (SKP) atau indikator kinerja utama (IKU) pada Direktorat Jenderal Bea dan Cukai (DJBC) dengan sampel KPPBC XXX. Analisis terhadap dokumen terkait pengelolaan kinerja dan wawancara terhadap para pegawai yang bertanggung jawab atau mengetahui proses pengelolaan kinerja yang dilakukan. Hasil studi menunjukkan bahwa sasaran kinerja pegawai telah memenuhi kriteria, yaitu jelas dan tidak ambigu. Namun, SKP dan IKU masih kurang menantang. Terkait partisipasi, sasaran kinerja kebanyakan ditetapkan oleh masing-masing pegawai pada level pelaksana dan lebih banyak yang ditetapkan oleh organisasi pada level pengawas. Dari perpektif pegawai, penetapan SKP atau IKU telah efektif dalam hal membantu pegawai untuk fokus terhadap tujuan organisasi disamping memberikan standar atas penyelesaian pekerjaan. Terkait umpan balik diberikan secara informal atau malah lebih buruk, tidak diberikan sama sekali oleh atasan. Studi ini memberikan pemahaman pendahuluan atas proses penetapan sasaran kinerja di DJBC sebagai landasan dalam perbaikan sistem pengelolaan kinerja. Memperbanyak jumlah IKU mandatory bagi staf menjadi salah satu implikasi.Kata Kunci: Sistem Pengelolaan Kinerja, Penetapan Sasaran Kinerja, Sektor Publik, Bea Cukai. 

Organizational Performance Management Practices and Employee Productivity in Garissa County Government, Kenya

2020 ◽  
Vol 2 (2) ◽  
pp. 31-48
Author(s):  
Hussein Hirab Shuriye ◽  
Peter Philip Wambua
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Goal Setting ◽  
Management Practices ◽  
Career Planning ◽  
Primary Data ◽  
County Government ◽  
Employee Productivity ◽  
Exploratory Research ◽  
Continuous Feedback

Employee productivity is significant to the success and resources utilization in the county level since the employees take care of all other non-human resources for the purposes and achieving the set of objectives. Despite the contributions of the employees in the counties, scanty of studies have been carried out to determine the effect of organizational performance management practices on employee’s productivity.  Therefore, this study aimed to establish the effect of organizational performance management practices on productivity of employees in Garissa County government. The specific objectives of the study were; to identify the effect of goal setting, career planning, competence based evaluation and continuous feedback on the employee productivity in County Government of Garissa. The study was anchored on human capital theory, reinforcement theory and goal setting theory. The study was carried out in Garissa County. Descriptive and exploratory research design was used. The total respondents targeted were 2611. Stratified sampling was used to classify the respondents and simple random sampling was used to sample 347 employees working in the County Government of Garissa. Questionnaires were used to collect primary data. Validity was sought from experts and reliability was tested using Cronbach alpha and a test score of 0.7 was the threshold. The data collected was analyzed by inferential statistics and descriptive statistics. SPSS was used to generate both descriptive data and inferential data which were presented into tables and figures. The findings of this study would be of great relevance to the county management as it highlights the relationships that exist between organizational performance management practices and employee productivity. The first objective on effect of goal setting on employee productivity, majority of the respondents agreed that employees had the necessary skills and power in handling the tasks assigned. Majority of the respondents agreed that proper and effective resources were not provided. The study concluded goals in the organizations are motivators and enables employees to improve on service provision. The second objective was on the effect of career planning on employee productivity. Majority of the respondents agreed that employees were oriented on their desired field of work to enable them plan for their careers. The study findings presented that majority of employees were able to attend to the duties allocated to them comfortably. The study concluded that career planning was vital in ensuring that employees grow their talent in an attempt in supporting organizational overall goals. Influence of competence based evaluation on employee productivity was the study’s third objective. The results presented that majority of the respondent agreed that employee communication skills had improved over time in the County. The study concluded that competence of employees was vital in explaining the productivity of employees in the county. The study recommended that competence based evaluation should be improved by the county managers through training, workshops and seminars. The fourth objective was to establish the effect of continuous feedback on employee productivity. The findings indicated that majority of the respondents agreed that there was effective feedback on information regarding customer service delivery collected from employees. The findings reported that the continuous feedback reports enabled the county to work on improving the employee’s skills and knowledge. The continuous feedback in the county is significant in ensuring that every department contributes towards the common objectives. The study recommended that the directors of communication and other relevant directors in the county government should ensure that there is continuous feedback on matters related to employee competence and areas that need improvement in the county.

Co-Determination as a Path to Goal Commitment: Managing Danish Upper Secondary Schools

2017 ◽  
Vol 13 (2) ◽  
pp. 333-362 ◽  
Author(s):  
Camilla Denager Staniok
Keyword(s):  
Secondary Schools ◽  
Performance Management ◽  
Goal Setting ◽  
Public Management ◽  
Positive Impact ◽  
Qualitative Interviews ◽  
Goal Commitment ◽  
Public Managers ◽  
Upper Secondary ◽  
Upper Secondary Schools

AbstractPerformance management systems that include goal setting have become a widespread instrument in public management, intended to ensure that the entire organization is working to meet the same goals. One key question, however, is how public managers can ensure their employees’ commitment to the goals that management has chosen to prioritize. This article examines the importance of “co-determination” for the relationship between managers’ goal prioritization and the goal commitment of the employees in upper secondary schools in Denmark. Co-determination has the potential to create a common direction and committed employees, thereby rendering it a valuable tool for public managers in goal setting processes. Analysis of ten qualitative interviews with teachers and principals provides rich insight into the concept of co-determination in the context of Danish education, and a quantitative analysis of two parallel questionnaires with 73 principals and 1353 teachers reveals how co-determination has a positive impact on the association between a school principal’s prioritization of the goal of achieving a high completion rate and the teachers’ commitment to the goal.

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