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effective.
Measurement of performance will help determine how well organizations
and employees are performing, and it is also used by managers to provide
public accountability.
The trend since World War II has been to make measurement ever more
precise, encompassing, and timely so that it can be used for fine-tuning
and continuous improvement.
Measurement is increasingly used to provide on-going information about
public sector performance. Although significant gains have been made,
especially in performance-based budgeting, measurement continues to be
imperfect, in large part because many goals of public organizations are
complex, multidimensional, and long-term. Further improvements in
measurement are needed.
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performance
management
Managers have long been baffled and befuddled by the tendency of
organizations to resist even minor changes. Some managers have likened
resistance to organizational change to punching an airbag: It just keeps
coming back in new shapes or forms.
Employees and managers have a plethora of ways to resist change. It has
been argued that knowing how to change organizations is just as
important, and quite possibly more practical, than knowing what to
change. Efforts to improve performance include a long-standing search
for lessons, tips, and rules that assist managers to overcome employee
fear, uncertainty, and resistance
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