Author: Charmaine Isabelle Cummings
Publisher:
ISBN:
Category :
Languages : en
Pages :

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Author: United States Office of Personnel Management
Publisher: CreateSpace
ISBN: 9781478145776
Category : Business & Economics
Languages : en
Pages : 30

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This paper, Improving Customer Service Through Effective Performance Management, describes how agencies can use their employee performance management systems as tools to help them reach the customer services goals they've set under Executive Order 12862 and the Results Act. Throughout the paper references to performance management and its component processes will apply at the individual or team level unless otherwise noted. The terms “standard” and “goal” are also used throughout this paper.On September 7, 1993, President Clinton set the Federal Government on the path to high-quality customer service by issues Executive Order 12862, “Setting Customer Services Standards (see Appendix 1). Through this order, the President has set the goal for Federal agencies to deliver customer services that equals the best in the business. Agency response to the President's order is described in Putting Customers First: Standards for Serving the American People, a Report of the National Performance Review (NPR). This NPR report published in September 1994, presents more than 1,500 customer service standards, representing goals and standards set by more than 100 Federal Agencies. On March 22, 1995, the President again focused attention on improving customer service when he issued a memorandum for heads of executive departments and agencies that addressed the second phase of reinventing government (see Appendix 2). In that memo, he advises agencies to integrate customer service measure with other performance initiatives and to align employee appraisal and recognition programs with a customer focus. A concern about the quality of service to its customers is not new in the Government. The statute that sets forth requirements for employee performance appraisal at section 4302(b) of title 5, United States Code, specifically mentions “the extent of courtesy demonstrated to the public” as a possible criterion for evaluating job performance. Another requirement for agencies to set goals comes for the Government Performance and Results Act (the Result Act) of 1993. The Results Act requires agencies to develop organizational performance plans, establish performance goals that are objective and measurable, establish performance indicators to be used in measuring outputs, service levels, and outcomes of each program, and submit performance reports to the Office of Management and Budget. The organizational performance management system established at the agency level through the Results Act is similar to the employee performance management system agencies establish under Government wide regulation in 5 CFR 430. Both include establishing performance plans, setting goals, developing measurement systems, and assessing performance. Because individual performance management plans should align individual and team performance goals to the goals of the agency, both Executive Order 12862 and the Results Act should have a significant effect on agency performance management programs.

Author: United States. General Accounting Office
Publisher:
ISBN:
Category : Public administration
Languages : en
Pages : 36

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Author:
Publisher: DIANE Publishing
ISBN: 1428936599
Category :
Languages : en
Pages : 97

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Author: Bernice Steinhardt
Publisher: DIANE Publishing
ISBN: 1437908543
Category :
Languages : en
Pages : 28

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Over the past 15 years, legislative and executive branch reform efforts have attempted to shift the focus of fed. gov¿t. mgmt. from a preoccupation with activities to the results or outcomes of those activities. There has been a transformation in the capacity of the fed. gov¿t. to manage for results, including an infrastructure of outcome-oriented strategic plans, performance measures, and accountability reporting that provides a solid foundation for improving the performance of fed. programs. This testimony looks at: (1) trends in fed. managers¿ use of performance info. (PI) to manage, both governmentwide and at the agency level; (2) how agencies can encourage greater use of PI to improve results; and (3) lessons learned from prior mgmt. reforms for the next admin.

Author: M. Tamra Chandler
Publisher: Berrett-Koehler Publishers
ISBN: 162656888X
Category : Business & Economics
Languages : en
Pages : 144

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The video enhanced executive edition of How Performance Management is Killing Performance – and What to Do About It was created with the busy leader in mind. Offering targeted information and insight, and with over 26 minutes of videos and animations throughout, Rethinking Performance Management – A Leader's Guide has been adapted from the original edition to focus on only the points that you, as a leader of an organization, need to know. This means it's much shorter than the original with more of a focus on the big picture theory and less on the step-by-step. Most people associate performance management with the annual review, which is universally dreaded by employees, management, and HR professionals alike. In this short guide, author Tamra Chandler lays out the key points of creating a performance management process that is not only tailored to your organization's needs and goals, but that employees will actually embrace. Each of the six condensed chapters include short animations or video featuring Tamra herself to sum up the major takeaways for leaders. For those of us who need to be on the cutting edge of this emerging subject, but don't have as much time as we'd like, Rethinking Performance Management – A Leader's Guide offers the perfect framework to provide insight to the benefits of evolving performance management systems, a process which must be led, championed by the leaders in the organization.

Author: U S Government Accountability Office (G
Publisher: BiblioGov
ISBN: 9781289101084
Category :
Languages : en
Pages : 100

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Congress and the administration have established a new performance-based pay system for members of the Senior Executive Service (SES) that is designed to provide a clear and direct linkage between SES performance and pay. Also, GAO previously reported that significant opportunities exist for agencies to hold the SES accountable for improving organizational results. GAO assessed how well selected agencies are creating linkages between SES performance and organizational success by applying nine key practices GAO previously identified for effective performance management. GAO selected the Department of Education, the Department of Health and Human Services (HHS), and the National Aeronautics and Space Administration (NASA). Senior executives need to lead the way to transform their agencies' cultures to be more results-oriented, customer focused, and collaborative in nature. Performance management systems can help manage and direct this process. While Education, HHS, and NASA have undertaken important and valuable efforts to link their career SES performance management systems to their organizations' success, there are opportunities to use their systems more strategically. For example, as indicated by the executives themselves, the agencies can better use their performance management systems as a tool to manage the organization or to achieve organizational goals. As Congress and the administration are reforming SES pay to better link pay to performance, valid, reliable, and transparent performance management systems with reasonable safeguards are critical. Information on the experiences and knowledge of these agencies should provide valuable insights to other agencies as they seek to drive internal change and achieve external results.

Author:
Publisher: DIANE Publishing
ISBN: 1428945660
Category :
Languages : en
Pages : 48

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Strategic human capital management is a high risk area that threatens the federal government's ability to effectively serve Americans. An essential element to developing and managing the human capital needed to achieve organizational results is the link between individual performance and organizational goals. Performance management systems provide one way to make this link. Governments and agencies in Australia, Canada, New Zealand, and the United Kingdom have used their performance management systems to connect employee performance with organizational success to help foster a results-oriented organizational culture. Creating such a culture is one cornerstone identified in GAO's model of strategic human capital management. GAO initiated this study to identify how selected agencies are strategically using their performance management systems. GAO talked with key human capital decision makers from each country including national audit offices, central management and human capital agencies, and line agencies, as well as representatives of employee associations.

Author: Chang-Seob Han
Publisher:
ISBN:
Category :
Languages : en
Pages : 387

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Author: U S Government Accountability Office (G
Publisher: BiblioGov
ISBN: 9781289046675
Category :
Languages : en
Pages : 72

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Pursuant to a congressional request, GAO provided information on performance management and measurement practices that could position regulatory agencies to more effectively implement the Government Performance and Results Act of 1993. GAO noted that: (1) GAO gathered information from 23 federal and state organizations that GAO or other credible sources identified as using or planning to use a variety of useful practices to enhance specific aspects of their performance management and measurement processes; (2) GAO has grouped these practices into the following five categories: (a) restructure the organization's management approach to become more performance-oriented; (b) establish relationships outside of the organization to enhance performance; (c) refine performance goals, measures, and targets to better translate activities into results; (d) strengthen analytical capabilities and techniques to better meet performance management information needs; and (e) assess performance-based management efforts on a continuous basis to identify areas for improvement; (3) the organizations, although they had different missions, sizes, and organizational structures, said they consistently recognized that these practices are important in their efforts to develop a stronger results orientation; (4) the organizations used the practices to varying degrees; (5) thus, the practices did not appear to be a function of any particular organizational characteristic; (6) GAO believes the practices would be readily transferable to the federal financial institution regulatory agencies or other governmental agencies seeking to improve their implementation of the Results Act; (7) in addition, the practices are consistent with those identified in GAO's previous reports; and (8) these reports, for example, described approaches agencies were taking to address analytical and technical challenges in measuring program performance, align employee performance with organizational missions and goals, and address the influence of external factors in developing performance measures.