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Performance Management for Career Executives: A "Start Where You Are, Use What You Have" Guide
Title: Performance Management for Career Executives: A "Start Where You Are, Use What You Have" Guide
Date: October 2004
Author: Chris Wye
Institution: IBM Center for The Business of Government
Bibliographic Entry: “Performance Management for Career Executives: A ‘Start Where You Are, Use What You Have’ Guide.” IBM Center for The Business of Government. October 2004. http://www.businessofgovernment.org/pdfs/WyeReport.pdf (Accessed September 24, 2007).
Electronic Link: http://www.businessofgovernment.org/pdfs/WyeReport.pdf
Key Words: performance based management, theories of management, performance measures, performance indicators, performance processes, performance information
Summary of Key Points, Issues, Conclusions:
This guide offers specific recommendations and theories’ supporting the idea that performance based management is key to government agency success. This guide adds to the understanding of how political appointees and career executives can overcome problems in design, alignment, use and communication of performance measures and information. Wye gives anecdotes to the oft felt distress felt by executives in regards to performance management.
While traditionally believed to apply only to the private sector, Wye gives numerous reasons as to why performance management is important in the public sector. He claims (1) career executives should use goals and performance measures, (2) performance is a public service, and (3) performance management is a tool to communicate and align organizations to important public purposes.
The guide is broken into the following five sections:
1. Making the Case for Performance-Based Management
2. Designing Performance Indicators
3. Aligning Performance Processes
4. Using Performance Information
5. Communicating Performance Information
Name of Researcher: Julie Curry
Institution: Integrative Center for Homeland Security, Texas A&M University
Date Posted: September 27, 2007