The Rhetoric of Performance Management: A Training Problem and Two Solutions
The evidence is all around us that individual performance management, in the form of performance goals and goal-based self-assessment, is ever more widely acknowledged to be a key tool in library management. The surge of recent interest in strategic planning has placed new emphasis on the development of organizational goals and goal-based evaluation systems. The quality management movement has shifted the emphasis away from some of the more rigid aspects of management-by-objectives (e.g., quotas) toward the view that goals and goal-based self-assessment are a creative and flexible means of continual quality improvement. And the shift toward self-managing work groups and other highly participatory models in some of our libraries has suggested a strong need for individual and small-unit performance planning through the use of goals and objectives: if work groups and the individuals in them are to manage themselves effectively, they need the tools to do so.