02737nam 2200553Ia 450 991081577370332120200520144314.01-280-50960-097866105096071-84544-808-1(CKB)1000000000337533(EBL)254006(OCoLC)62456437(SSID)ssj0000673557(PQKBManifestationID)11393754(PQKBTitleCode)TC0000673557(PQKBWorkID)10644973(PQKB)10675531(OCoLC)133164788(MiAaPQ)EBC254006(EXLCZ)99100000000033753320000815d2005 uy 0engur|n|---|||||txtccrPerformance measurement and performance management /guest editor Arie Halachmi1st ed.Bradford, England Emerald Group Publishingc20051 online resource (119 p.)International journal of productivity and performance management ;v.54, no. 7Description based upon print version of record.1-84544-807-3 CONTENTS; EDITORIAL ADVISORY BOARD; Editorial; Performance measurement is only one way of managing performance; Public performance measurement; Performance management in a setting of deficient output controls; Performance measurement in the public sector: the German experience; Coping with targets: performance measurement in The Netherlands police; The national identity as a motivational factor for better performance in the public sector; Performance measurement uncertainty on the Grand Canal; Diary of eventsThe purpose of this article and of this symposium is to challenge the notion that simple performance tracking by itself is capable of improving performance. The claim of this paper is that in order to advance performance there is a need to manage performance rather than simply measure any given aspect of it across the board. Management of performance can mean in some cases measurement of effectiveness and efficiency, in others it may mean management of important stakeholders or the organizational relations with them. In still other cases, management of organizational culture and motivation mayPerformance standardsPersonnel managementPerformance standards.Personnel management.658.54Halachmi Arie915079MiAaPQMiAaPQMiAaPQBOOK9910815773703321Performance measurement and performance management4084900UNINA