Case Study and Performance Management - Human Resources Today

 

case study on performance management system

The National Personnel Records Center in St. Louis, Mo., shares its experience with moving to a new performance management program designed to strike a balance between appraising individual and team performance. Case Study: Leaving Pass/Fail Behind (8/97). Case Study On Performance Management System In Indian Railway India. The Railway Board which is the apex body of the Indian Railways reports to this ministry. Every day nearly crores people are travelling by Indian Railways. This makes Adobe a per­for­mance man­age­ment case study we should all be aware of. Take a Tour of Our Con­tin­u­ous Per­for­mance Man­age­ment Soft­ware. Take a Tour of our Performance Management Software 2. Deloitte Saved 2 Mil­lion Work­ing Hours per Year with Week­ly Employ­ee Check-InsFounded Location: United Kingdom.


Case Study: How Deloitte Reinvented Their Performance Management - Weekdone


These references include additional resources and documents on performance management and award-related topics. The content available is no longer being updated and as a result you may encounter hyperlinks which no longer function. The archive contains a collection of material covering performance management and awards issues.

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Evaluating Performance Appraisal Programs: an Overview. Suggests procedures and criteria for evaluating the implementation and effect of performance appraisal programs. Presents the findings of a study done by the Metrus Group on the value of using strategic measures to track customer and employee satisfaction, financial performance, and case study on performance management system efficiency.

Presents the results of three studies on retention and productivity describing the critical factors for creating a productive work environment and retaining good employees. Merit System Principles and Performance Management.

Explains the Federal Government's merit system and how it is supported by employee performance management. Warranty Conditions. Reviews basic aspects of compensation and broadbanding; presents three categories of pay progression strategies and discusses the affects of combining the strategies.

Provides a chronology of the major milestones in the evolution of employee performance management in the Federal Government. Terminating GM Instructions P. Instructions how to comply with P. Accountability Can Have Positive Results. Explains the positive and valuable results that individual accountability can bring and how managers can implement positive accountability. 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, case study on performance management system.

Describes performance management as a systematic process including: planning, monitoring, developing, rating, and rewarding. 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. Explains why it is important for supervisors to have a good understanding of the performance management process and their agency practices.

Second in a series of articles that describes case study on performance management system 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. 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.

Performance Management Competencies: Setting Goals. 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. Reviews an OPM study of the status of agencies' efforts to select, develop, and evaluate first-level supervisors.

Performance-Based Actions. 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. 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: improving customer service. Group Incentive Award Increases Productivity.

Describes a customer and peer nomination award program aimed at recognizing employees who go the extra mile by providing quality patient care. Measuring Hard-to-Measure Work: Secretary. 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 case study on performance management system their organizational bottom line. The Balanced Scorecard by Robert S, case study on performance management system. Kaplan and David P. Norton; Harvard Business School Press, Reviews the book, The Balanced Scorecardand briefly explains the balanced scorecard approach. Reviews Dr.

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 Organizationand 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. Scott Sink, Ph. Tuttle, Ph. Provides guidance for measuring organizational and group performance that case study on performance management system be applied to improve the employee performance management process.

Outlines case study on performance management system 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, case study on performance management system.

Provides guidance on budgetary limits on individual awards spending during fiscal years and Describes the findings, employee preferences, and recommendations found in an OPM study on Federal awards programs. Describes tends, shifts, and consistencies in Governmentwide awards spending and explains changes in the type of awards granted by agencies. The President's Quality Award Program annually recognizes Federal Organizations that achieve high standards of customer service, case study on performance management system.

This articles presents two organizations that have demonstrated high commitment to providing improved products and services to customers. Presents the innovative suggestion programs that were initiated and demonstrated by award winners of the National Partnership Awards.

Pillar Award Recipients Describes award recipients' presentations on the performance management programs and practices that earned them this recognition. Describes the Department of Interior, Bureau of Land Management's use of balanced measures to improve their organizational performance. Louis, Mo. Describes how one organization within the Federal Aviation Administration is using results-based measures in employee performance case study on performance management system. Summarizes the GAO report Performance Management: Aligning Employee Performance with Agency Goals at Six Results Act Pilots that reviews six agencies' efforts to align their employee performance management systems with their organizational missions and goals.

Describes two agencies' success in using the Internet to post information on their award and performance appraisal programs, and gives examples of the type of information they included. Provides insight into one agency's efforts to re-engineer its work processes after experiencing both 15 percent downsizing and a workload increase.

Relates the experience of the Office of the Comptroller of the Currency when the redesign of its compensation system caused a need to review its performance management program as well.

Pay-for-Performance is Working! Discusses the experiences of two agencies in developing different types of pay-for-performance programs to compensate employees based on performance, where one agency uses a group incentive variable pay approach and the other uses performance-based pay adjustments within a broadbanded system.

Describes a self-directed work team that has improved its work processes, increased its productivity, and significantly improved the quality of its work by exceeding organizational standards. Maurice McTigue, a former New Zealand Cabinet Minister and international authority on performance management, shares his views on results-based management.

 

Reference Materials

 

case study on performance management system

 

This case study describes the approach taken, lessons learned, and hints for a successful implementation. Approach Taken: Maine CDC leadership initiated the implementation using a one day introductory workshop that explained the purpose, value and steps to developing a public health performance management system. Performance Management for the Public Sector Performance management (PM) is not just an integrated set of decision support tools but is also a discipline intended to maintain a view of the larger picture and to understand how an organization is working as a whole. PM applies to managing any organization, whether a business. In addition, we review the practical takeaways from Deloitte's case study. The goal is to reexamine our own performance management system and how we can change it. Old vs. new approach to performance management. Deloitte found that their current approach to performance management, annual feedback, was wasting a shocking 2 million hours per Author: Ott Jõgi.