ABSTRACT
One of the key four pillars of a human capital strategic plan is knowledge management, as discussed in the last chapter. The second pillar of a human capital strategy is performance management. As expressed in GAO’s reports, performance management systems help create a results-oriented culture. In the September 2002 GAO Report (GAO-02-966) entitled, “Results-Oriented Cultures: Using Balanced Expectations to Manage Senior Executive Performance,” several key points were highlighted:
More progress is needed to link executive expectations for performance to organizational goals.
Greater emphasis should be placed in fostering the collaboration within and across organizational boundaries to achieve results.
Senior executive performance expectations to lead and facilitate change could be a critical element as agencies transform themselves.
Selected initial implementation approaches for balancing expectations include providing useful data, requiring follow-up action, and making meaningful distinctions in performance.
