U.S. Office of Personnel Management www.opm.gov - Recruiting, Retaining and Honoring a World-Class Workforce to Serve the American People
Performance Management
Measuring
"Measurement" encompasses the assessment of performance and results achieved by individual employees, groups of employees or teams, and entire organizations. Measurement provides a way to determine what has been accomplished and can serve as a basis for deciding when those accomplishments deserve special recognition. Within the performance appraisal process, measuring means determining the level of performance by judging the quality, quantity, timeliness, and/or cost effectiveness of the work against a set of standards.
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Effective Performance Management: Doing What Comes Naturally (10/97) |
Describes performance management as a systematic process that includes planning, monitoring, developing, rating, and rewarding. |
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Describes the advantages of measuring and rewarding results versus activities. |
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Good Measurement Makes a Difference in Organizational Performance (6/99) |
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 operating efficiency. |
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Describes a method for developing employee performance plans that are aligned with and support organizational goals using an 8-step process. Provides guidelines for writing performance elements and standards along with hands-on exercises to give users a chance to practice their new skills. |
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Performance Appraisal Assessment Tool (PAAT) (Instructions)
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Provides instructions on how to complete the Performance Appraisal Assessment Tool (PAAT). |
Performance Appraisal Assessment Tool Scoring Sheet
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Explains what is required for an agency to score well on OPM's Performance Appraisal Assessment Tool (PAAT). |
Performance Appraisal Assessment Tool (PAAT)
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Helps agencies assess their appraisal programs, identify program strengths and weaknesses, and provide information to develop plans and strategies for making improvements. |
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Describes how critical, non-critical, and additional performance elements can be used to plan, measure, monitor, rate, and reward a team's performance. |
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Description |
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Balancing Measures: Best Practices in Performance Management (2/00) |
Explains what balanced measures are and how they can help agencies achieve long-term goals. |
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Effective Performance Management: Doing What Comes Naturally (10/97) |
Describes performance management as a systematic process that includes planning, monitoring, developing, rating, and rewarding. |
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Describes the advantages of measuring and rewarding results versus activities. |
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Making the Connection: Aligning Employee Performance with Organizational Goals (8/99) |
Describes the Handbook for Measuring Employee Performance: Aligning Employee Performance Plans with Organizational Goals and explains how to obtain a copy. |
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Describes one approach to developing elements and standards that measure scientific work that often involves multi-year efforts before attaining final results. |
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Describes how to identify elements and standards that measure the results of a secretary's work. |
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Describes how to identify elements and standards that measure the results of a supervisor's work. |
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Description |
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The Balanced Scorecard by Robert S. Kaplan and David P. Norton; Harvard Business School Press, 1996 (8/99) |
Reviews the book, The Balanced Scorecard, and briefly explains the balanced scorecard approach. |
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Presents a concise plan for the design, development, and use of feedback in a variety of work settings that includes the use of different types of measures. |
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Description |
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Mr. Maurice McTigue, a former New Zealand Cabinet Minister and international authority on performance management, shares his views on results-based management. |
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Describes how two agencies had their performance appraisal programs evaluated, what they found, and changes they plan based on those results. |
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Reviews the performance measures being used by the New York Regional Office of the Veterans Benefits Administration. This approach uses organizational outcomes that become the basis for performance ratings and rewards. |
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Explains how GSA's Linking Budget to Performance initiative got Region 2 to focus on results and performance improvement. |
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Good Measurement Makes a Difference in Organizational Performance (6/99) |
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 operating efficiency. |
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Explains how the General Services Administration (GSA) Linking Budget to Performance initiative improves organizational and individual performance. |
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OPM Survey Shows Agencies Successfully Practice Performance Management (Summer 2001) |
Describes the results of OPM's Merit System Principles Questionnaire in the area of performance management through a review of related questions. |
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President's Management Council Committed to Performance Management (2/00) |
Summarizes how agencies can become more accountable, performance-based, and results-oriented as covered in the "Report to the President's Council on Managing Performance in Government." |
This page can be found on the web at the following url: http://www.opm.gov/perform/measure.asp
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