ABSTRACT
We discuss two overarching performance management failures: (1) improperly setting goals and (2) neglecting to use PMS tools. Goal-setting can fall prey to pursuing the wrong goal (goal displacement); penalizing voluntary reporting of failed outcomes; and imposing a virtually unachievable work standard. To set a fair goal, the organization should (1) get the employees' and citizens' input; (2) reward good performance; and (3) penalize poor performance. To curb cheating, the organization should utilize double checks verifying performance by consulting alternative information sources.
We discuss nine PMS tools: (1) a dashboard to track performance; (2) a checklist to systematically and sequentially follow a procedure; (3) regularly conducted performance-meeting strategy sessions, (4) performance auditing, (5) performance benchmarking, (6) customer feedback; (7) scrum meetings, (8) brainstorming, and (9) gap analysis.
