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The Performance Management Architecture System presents the interdependences between the components of a performance management system. It illustrates the processes that take place while implementing a performance management framework within the organization.
For the report Performance Management in 2013, The KPI Institute conducted 20 semi-structured interviews with practitioners, academics and consultants from 18 countries, who offered a detailed image on the state of Performance Management as a discipline.
Luana Patacconi, Organisational Development Manager at the European Space Agency, Netherlands, was one of the practitioners that The KPI Institute interviewed.
As employee safety, health and well-being are productivity predictors, when discussing about personal and individual performance it is important not to overlook the potential threat of being over-motivated, over-engaged and over-attached to work, to the point of disrupting one’s personal functionality.
In a business world governed by benchmarks, targets and objectives, it is essential not to lose sight of a potentially valuable resource: the personal initiative. With efficacy in mind, individual performance is scripted, in order to keep a valid account of employee progress. However, this has proven to be detrimental to generating innovative ideas which could benefit the overall performance.
For the report Performance Management in 2013, The KPI Institute conducted 20 semi-structured interviews with practitioners, academics and consultants from 18 countries, who offered a detailed image on the state of Performance Management as a discipline.
Peter Bintu, Supervisor Corporate Performance Reporting at the Uganda Revenue Authority, Uganda was one of the practitioners that The KPI Institute interviewed.
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