Christenson, Lucille. Case study S9-Integration of business plan, strategic plan,
customer service plan, unit self assessment and employee performance appraisals.
Washington: American Society for Public Administration, 1996. 8 pp.
This case study describes the development of a quality management plan by Washington State
offices. The managers were able to adapt many measures from their business plan and submit
them as budget measures although they did not find many outcome or efficiency measures. The
indicators used to set employee goals made it possible to present clear expectations as well as a
clear way to measure progress.
Executive guide: effectively implementing the Government Performance and
Results
Act. Washington: General Accounting Office, 1996. 56 pp. (Shelved at JK421.U54
1996; companion to earlier GAP document entitled Executive guide: improving mission
performance through strategic information management and technology: learning from leading
organizations.).
Many of the management techniques employed by federal agencies are outdated and ineffective.
With the passage of the Government Performance and Results Act, the government hopes to
update its style and become more efficient. This executive guide looks at state and foreign
agencies for guidance, summarizing eleven fundamental practices which improve performance.
The guide reports that it is necessary to have a clearly stated mission, to measure performance to
gauge progress, and to use the information from performance in decision making.
How to write & conduct effective performance appraisals.
Boulder,
CO: CareerTrack, 1991. 3 videocassettes, 70 min. each. (Shelved in Training Room at
HF5549.R3H68, v. 1-3).
This video offers advice on preparing and presenting performance appraisals.
Murphy, Kevin R. and Jeanette N. Cleveland. Understanding performance
appraisal: social, organizational, and goal-based perspectives. Thousand Oaks, CA:
Sage Publications, 1995. 502 pp. (Shelved at HF5549.5.R3M863).
The authors have taken a different approach to Performance Appraisal. Instead of looking at it as
a measurement process, they have begun to see it as a communication process. They are more
concerned in how and by what standards performance appraisals are communicated. The authors
give four elements as the elements of performance appraisal: 1) rating context 2) performance
judgment 3) performance rating 4) evaluation.
Smolowitz, Ira. Business forum: performance assessments.Business & Economic Review (University of South Carolina) 43, no.4
(July-September 1997) (Shelved at BPR219; accessible online at
http://researchl.badm.sc.edu/research/bereview/be43_4/assess.htm).
The author expresses his concerns about performance measurement and related performance
assessments of managers in a list of five problems associated with performance
assessment.
