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Time Management Goals
Performance
management : The job of managing people continues to be
essential to performance in public organizations. Managers have long
acknowledged the conflict between the need for employees to conform
to organizational goals and the need for employee autonomy and
self-expression. The former increases predictability at the expense
of creativity (and often motivation) and, hence, productivity, too.
The latter has the opposite effect. Even Frederick Taylor recognized
the importance of employee self-determination, although his
scientific management principles severely limited it. Today, as
clients and citizens expect greater customization of services,
employees are being cross-trained and given greater latitude to
respond to citizen needs. They are now being held accountable for
outcomes as well as for following correct procedures and not
violating any laws. However, the tensions between conformity and
creativity remain.
The meaning of the term performance is similar to that of the term
productivity as, for example, the effective and efficient use of
resources to achieve outcomes. However, performance is broader than
some narrow meanings of productivity (efficiency, for example). Many
private sector applications emphasize only efficiency, but a
distinguishing feature of public performance is that it is guided
and assessed by multiple, equally important standards of
effectiveness, efficiency, and equity.
In recent years, there has been a renewed emphasis on measuring
public program performance. Public programs are open to criticism
when those in charge cannot show what has resulted from the
expenditure of public resources. Measurement helps increase
accountability and, thereby, trusts between public organizations and
citizens. It is a key component of organizational performance. Thus,
the articles in this reader reflect enduring concerns of performance
measurement and management.
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