The Balancing Act (fall/00) |
Describes the Department of Interior, Bureau of Land Management's use of balanced measures to improve their organizational performance. |
Balancing Individual and Team Measures (6/99) |
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) |
Describes the evaluation of the two-level pass/fail appraisal system used by the National Security Agency (NSA) and their decision to change. |
FAA Measures Employee Performance Based on Results (10/98) |
Describes how one organization within the Federal Aviation Administration is using results-based measures in employee performance plans. |
GAO Reviews Alignment of Agency and Employee Performance Plans (12/98) |
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. |
Internet-Based Performance Management (2/99) |
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. |
NARA Re-engineering: The Story Begins (2/99) |
Provides insight into one agency's efforts to re-engineer its work processes after experiencing both 15 percent downsizing and a workload increase. |
Performance Management Programs Are Integral to Compensation System Design (Fall 2001) |
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. |
Outstanding Team Management at IRS (6/96) |
Provides management leadership principles and techniques that would benefit any team situation. |
Pay-for-Performance is Working! (10/99) |
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. |
Self-Directed Team Improves Performance (6/97) |
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. |
Group Incentive Award Increases Productivity (12/99) |
Describes a Department of Interior group incentive award program. |