Results-Oriented Cultures
Results-Oriented Cultures

Author: J. Christopher Mihm

Publisher: DIANE Publishing

Published: 2003-07

Total Pages: 54

ISBN-13: 9780756733971

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Executive performance mgmt. systems link individual performance to organizational goals. In Oct. 2000, the OPM amended regulations to require agencies to link senior exec. performance (SEP) with organizational goals; to appraise SEP by balancing organizational results with customer satisfaction, employee perspective, and other areas; and to use performance results as a basis for pay, awards, and other personnel decisions. Agencies were to establish these performance mgmt. systems by their 2001 SEP appraisal cycles. This report studied the BLM's, FHA's, IRS's, and VA's use of balanced expectations to manage SEP in order to identify initial approaches that may be helpful to other agencies in holding SEP accountable for results.

Resultsoriented cultures insights for U.S. agencies from other countries' performance management initiatives.
Resultsoriented cultures insights for U.S. agencies from other countries' performance management initiatives.

Author:

Publisher: DIANE Publishing

Published: 2002

Total Pages: 48

ISBN-13: 1428945660

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Strategic human capital management is a high risk area that threatens the federal government's ability to effectively serve Americans. An essential element to developing and managing the human capital needed to achieve organizational results is the link between individual performance and organizational goals. Performance management systems provide one way to make this link. Governments and agencies in Australia, Canada, New Zealand, and the United Kingdom have used their performance management systems to connect employee performance with organizational success to help foster a results-oriented organizational culture. Creating such a culture is one cornerstone identified in GAO's model of strategic human capital management. GAO initiated this study to identify how selected agencies are strategically using their performance management systems. GAO talked with key human capital decision makers from each country including national audit offices, central management and human capital agencies, and line agencies, as well as representatives of employee associations.

In Great Company: How to Spark Peak Performance By Creating an Emotionally Connected Workplace
In Great Company: How to Spark Peak Performance By Creating an Emotionally Connected Workplace

Author: Louis Carter

Publisher: McGraw Hill Professional

Published: 2019-02-15

Total Pages: 257

ISBN-13: 1260143171

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Drive long-term profits and growth by making the company a place your employees love.In Great Company presents a practical approach to ensure that your employees perform at their highest possible levels. It’s not about increasing salaries, offering huge bonuses, or investing in the latest employee engagement tools. The real answer is simpler, deeper, and longer-lasting: getting your people to love where they work. Founder and CEO of one of today’s top leadership development firms, Best Practices Institute, Louis Carter takes you step by step through the process of building a lasting emotional connection between your staff and your company. Carter’s proven strategy is founded on five key principles: collaboration, optimism, values, respect, and performance. Fuse them together, and your company will be the envy of your industry.This groundbreaking guide provides everything you need to create an environment where people have a strong sense of belonging—a place where people finally feel like they’re part of something big, where employees want to work collaboratively and creatively, where your staff and your company grow together. Bridge the engagement gap by ensuring that every member of your team spends their entire work day in great company.