Managing and Measuring Performance in Public and Nonprofit Organizations: An Integrated Approach
Theodore H. Poister, Jeremy L. Hall
Language: English
Pages: 480
ISBN: 1118439058
Format: PDF / Kindle (mobi) / ePub
New edition of a classic guide to ensuring effective organizational performance
Thoroughly revised and updated, the second edition of Managing and Measuring Performance in Public and Nonprofit Organizations is a comprehensive resource for designing and implementing effective performance management and measurement systems in public and nonprofit organizations. The ideas, tools, and processes in this vital resource are designed to help organizations develop measurement systems to support such effective management approaches as strategic management, results-based budgeting, performance management, process improvement, performance contracting, and much more.
The book will help readers identify outcomes and other performance criteria to be measured, tie measures to goals and objectives, define and evaluate the worth of desired performance measures, and analyze, process, report, and utilize data effectively.
- Includes significant updates that offer a more integrated approach to performance management and measurement
- Offers a detailed framework and instructions for developing and implementing performance management systems
- Shows how to apply the most effective performance management principles
- Reveals how to overcome the barriers to effective performance management
Managing and Measuring Performance in Public and Nonprofit Organizations identifies common methodological and managerial problems that often confront managers in developing performance measurement systems, and presents a number of targeted strategies for the successful implementation of such systems in public and nonprofit organizations. This must-have resource will help leaders reach their organizational goals and objectives.
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Management, budgeting, personnel, contracts, and quality and process improvement. Through informed decisions about common management functions, including staffing and budgeting, for example, performance management allows managers to right the course as deviations are detected that may jeopardize expected performance levels. A good performance management system relies on the collection of valid, reliable, and timely performance information; direction of that information to appropriate users at.
Provides a list of eight steps that leaders of the adopting agency or government need to follow: Specify the performance purpose they hope to achieve by using the strategy. Determine what performance data will be collected and analyzed. Build administrative capacity by allocating staff to be responsible for the analysis function. Assemble necessary infrastructure. Determine how they will conduct leadership meetings. Assemble the necessary operational capacity. Create an explicit mechanism to.
Readiness Organizational Six Sigma metrics-->Organizational Six Sigma metrics Output-oriented systems: Department of Veterans Affairs disability compensation and patient expenditures (2000–2012); description of; productivity analysis consideration of-->Output-oriented systems: Department of Veterans Affairs disability compensation and patient expenditures (2000–2012); description of; productivity analysis consideration of Out of the Crisis (Deming)-->Out of the Crisis (Deming) Outcome measures:.
Computation of this measure: full-time students only or part-time students as well, undergraduate or graduate students or both, students on campus or those taking courses online? What about students who are matriculating in an academic degree program but are not enrolled in any courses this particular semester? Similarly, what categories of faculty members should be included in the ratio: teaching faculty only, research faculty, part-time versus full-time faculty, visiting faculty, individuals.
Bubble charts offer great potential for reporting performance data in a compelling manner whenever the data are being used to assess the performance of multiple programs, projects, organizational units, or grantees, for example, and the two key performance indicators are measured on interval scales. The following applications might be interesting and meaningful ones: An international development program wishes to assess the performance of all projects it has funded that are meeting both.