Performance management for non-profit organisation including government, universities, schools and NGOs : a practical and informative textbook for managing performance in service delivery-orientated organisations / Dr. Mark Bussin.

Format:

Book

Author/Creator:

Bussin, Mark, author.

Language:

English

Subjects (All):

Management by objectives.

Performance--Management.

Performance.

Personnel management.

Physical Description:

1 online resource (235 pages) : illustrations

Edition:

1st ed.

Place of Publication:

Randburg, Republic of South Africa : Knowres Publishing, 2013.

Language Note:

English

Contents:

Cover

Copyright

Acknowledgements

Foreword

Table of Contents

Sourcing of figures and diagrams

About the author

List of contributors

Prologue and preamble

1 Introduction and Context

1.1 Introduction

1.2 Performance Management in NPOs

1.3 The Three Levels of Performance Management

1.4 Conclusion

1.5 References

2 Profit versus Non-Profit Organisations

2.1 Introduction

2.2 Defining Features Of NPOs

2.3 WHY DO NPOs EXIST?

2.4 THE NPO WORKFORCE

2.5 THE CHANGING FACE OF NPOs

2.6 MEASURES OF SUCCESS IN NPOs

2.7 CONCLUSION

2.8 REFERENCES

3 The Philosophy of Performance

3.2 What is Performance Management?

3.3 THE PERFORMANCE MANAGEMENT PROCESS

3.4 CONCLUSION

3.5 REFERENCES

4 The Drivers of Performance in Non-Profit Organisations

4.1 INTRODUCTION

4.2 PROFIT VERSUS NON-PROFIT ORGANISATIONS

4.3 THE LEVERS OR DRIVERS OF PERFORMANCE

4.4 PERFORMANCE MANAGEMENT: THE PRODUCT OF THE HEALTH OF ORGANISATIONAL DNA

4.5 BUILDING THE TICKING CLOCK

4.6 CONCLUSION

4.7 REFERENCES

5 Basics of Measurement

5.1 INTRODUCTION

5.2 WHY MEASURE?

5.3 TRADITIONAL USE OF MEASURES

5.4 BARRIERS TO MEASUREMENT

5.5 WHAT TO MEASURE

5.6 HOW TO USE MEASURES

5.7 QUANTITATIVE AND QUALITATIVE ISSUES IN MEASURING PERFORMANCE

5.8 TYPES OF MEASURES

5.9 MEASURING TEAM PERFORMANCE

5.10 HOW TO MEASURE TEAM PERFORMANCE

5.11 HOW TO OPTIMISE TEAM PERFORMANCE

5.12 CONCLUSION

5.13 REFERENCES

6 Performance Appraisal Rating Scales

6.1 INTRODUCTION

6.2 REVIEWING PERFORMANCE

6.3 COMMONLY USED RATING SCALES

6.4 TARGET PERFORMANCE DISTRIBUTION AND FORCED RANKING

6.5 CONCLUSION

6.6 REFERENCES

7 Performance Management in Non-Governmental Organisations

7.1 INTRODUCTION.

7.2 WHAT KIND OF NON-PROFIT ORGANISATION (NPO) IS A NON-GOVERNMENTAL ORGANISATION (NGO)?

7.3 NGOs ARE BECOMING MORE ACCOUNTABLE

7.4 THE PRIMARY RESOURCE OF NGOs IS THEIR PEOPLE

7.5 STAFF COMPOSITION AFFECTS THE PERFORMANCE MANAGEMENT SYSTEM INTRODUCED

7.6 TYPES OF PERFORMANCE MANAGEMENT SYSTEMS

7.7 CHOOSING CRITERIA TO USE IN PERFORMANCE MEASUREMENT

7.8 DEVELOPING A PERFORMANCE MANAGEMENT SYSTEM IN AN NGO

7.9 PERFORMANCE MANAGEMENT SYSTEMS ARE IMPORTANT FOR THE SUSTAINABILITY OF THE NGO

7.10 CONCLUSION

7.11 REFERENCES

8 Performance Management and Development in Government

8.1 INTRODUCTION

8.2 IDENTIFICATION OF STAKEHOLDERS

8.3 REGULATORY FRAMEWORK

8.4 INTEGRATION OF PERFORMANCE MANAGEMENT WITH OTHER ORGANISATIONAL PROCESSES

8.5 THE PERFORMANCE MANAGEMENT PROCESS

8.6 PLANNING AND AGREEMENT OF THE PERFORMANCE MANAGEMENT PROCESS

8.7 PERFORMANCE MONITORING, REVIEW AND ASSESSMENT

8.8 USING A BALANCED SCORECARD FRAMEWORK FOR GOVERNMENT AGENCIES

8.9 THE MODERATION OF PERFORMANCE

8.10 PERFORMANCE ASSESSMENT OUTCOMES

8.11 EVALUATION AND REVIEW OF THE PERFORMANCE MANAGEMENT SYSTEM

8.12 THE LINK TO STRATEGIC PLANNING

8.13 THE MATTER OF CONFIDENTIALITY

8.14 THE REPORTING OF PERFORMANCE MANAGEMENT OUTCOMES

8.15 CONCLUSION

8.16 REFERENCES

9 Performance Management in State-Owned Companies

9.1 INTRODUCTION

9.2 THE HYBRID PERFORMANCE CHALLENGE

9.3 PRACTICAL GUIDE ON IMPROVING PERFORMANCE MANAGEMENT IN SOCs

9.4 CONCLUSION

9.5 REFERENCES

10 Performance Management in Universities

10.2 BEST PRACTICE OR BEST FIT?

10.3 A FLEXIBLE FRAMEWORK

10.4 A FAIR WORKLOAD

10.5 RATING SCALES AND METRICS

10.6 REWARD AND RECOGNITION

10.7 CONCLUSION

11 Defining the Determinants of Higher Education and the Effective Performance, Leadership and Manag

11.1 INTRODUCTION.

11.2 GOVERNANCE, LEADERSHIP AND AUTONOMY

11.3 ASSESSMENT OF UNIVERSITY PERFORMANCE

11.4 PERFORMANCE, GOOD GOVERNANCE, LEADERSHIP AND MANAGEMENT: WHAT KIND OF EXAMPLES SHOULD WE FOLLOW

11.5 PERFORMANCE INDICATORS AND RANKING

11.6 CONCLUSION

11.7 REFERENCES

12 Performance Management in Schools

12.1 INTRODUCTION

12.2 WHO SHOULD PARTICIPATE IN THE PERFORMANCE MANAGEMENT SYSTEM?

12.4 COMPONENTS OF THE STAFF DEVELOPMENT PROCESS

12.5 STAFF APPRAISAL PROCESS AND TIMEFRAMES

12.6 APPRAISAL STAGES AND DOCUMENTATION

12.7 THE LINK TO REMUNERATION

12.8 CHALLENGES IN IMPLEMENTING PERFORMANCE MANAGEMENT IN SCHOOLS

12.9 CONCLUSION

12.10 REFERENCES

13 Crucial/Honest Conversations regarding Performance

13.1 INTRODUCTION

13.2 HOLDING HONEST CONVERSATIONS

13.3 TOWARDS A CULTURE OF HEALTHY CONFLICT

13.4 FOUR PERSPECTIVES TO CONSIDER IN HONEST CONVERSATIONS

13.5 THE PROCESS OF INITIATING AND HOLDING HONEST CONVERSATIONS

13.6 CONCLUSION

14 Critical Success Factors, and Epilogue

Index.

Notes:

Bibliographic Level Mode of Issuance: Monograph

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed August 4, 2015).

ISBN:

1-86922-400-0

OCLC:

927484660