Principles of effective performance measurement

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As with any endeavor connected with trendy words and phrases, {open_quotes}performance measurement{close_quotes} means different things to different people. To some, performance means {open_quotes}customer satisfaction{close_quotes}, and little, if anything, else. To others, it is productivity; to still others, it is procedural. In most real-world situations there are elements of all three of these dimensions. Whatever your definition of performance, it is important that it be clear in your own mind what you are trying to achieve, and that you make sure that those working with and for you have the same understanding. This paper is written from the point of view ... continued below

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10 p.

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Stevens, D.F. July 1, 1996.

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Description

As with any endeavor connected with trendy words and phrases, {open_quotes}performance measurement{close_quotes} means different things to different people. To some, performance means {open_quotes}customer satisfaction{close_quotes}, and little, if anything, else. To others, it is productivity; to still others, it is procedural. In most real-world situations there are elements of all three of these dimensions. Whatever your definition of performance, it is important that it be clear in your own mind what you are trying to achieve, and that you make sure that those working with and for you have the same understanding. This paper is written from the point of view that performance is primarily productivity; after acceptable productivity is achieved, performance is customer satisfaction. I consider performance to be procedural only insofar as necessary to maintain legality and propriety. Rather than adopting the standard bureaucratic approach to procedure (i.e., everything not required is forbidden), I believe that consistently excellent performance demands the complementary philosophy: everything not forbidden is permitted. Remember: wars are won by the general who knows when to break the rules. The principles enunciated below are not unique to DOE or to the office environment: They are applicable to any performance measurement program. I have tried, however, to provide examples that apply to the office or that are likely to be familiar to those of us working with office information technology today.

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10 p.

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OSTI as DE96014946

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  • 13. DOE Office Information Technology conference, Baltimore, MD (United States), 26-29 Aug 1996

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  • Other: DE96014946
  • Report No.: LBNL--39112
  • Report No.: CONF-9608149--1
  • Grant Number: AC03-76SF00098
  • Office of Scientific & Technical Information Report Number: 390626
  • Archival Resource Key: ark:/67531/metadc683032

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Office of Scientific & Technical Information Technical Reports

Reports, articles and other documents harvested from the Office of Scientific and Technical Information.

Office of Scientific and Technical Information (OSTI) is the Department of Energy (DOE) office that collects, preserves, and disseminates DOE-sponsored research and development (R&D) results that are the outcomes of R&D projects or other funded activities at DOE labs and facilities nationwide and grantees at universities and other institutions.

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  • July 1, 1996

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  • July 25, 2015, 2:20 a.m.

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  • April 5, 2016, 12:37 p.m.

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Stevens, D.F. Principles of effective performance measurement, article, July 1, 1996; California. (digital.library.unt.edu/ark:/67531/metadc683032/: accessed December 14, 2017), University of North Texas Libraries, Digital Library, digital.library.unt.edu; crediting UNT Libraries Government Documents Department.