Measuring management effectiveness
Article Abstract:
Total quality management stresses the importance of managerial performance in delivering quality products and services. The quality concept requires managers to become actively involved in the design and operation of value delivery systems. Measuring managerial performance using the traditional quantitative target setting approach is not consistent with the TQM philosophy. Not only is this approach unfair since it relies on arbitrary figures, it is also counterproductive in that it focuses only on short-term, superficial outcomes. A better alternative, one that is in keeping the teachings of the quality movement, is performance analyis that emphasizes task performance. This involves assessing the accomplishments of the manager and determining the appropriateness of these actions. Essential to this approach to performance assessment is clarifying and defining expectations.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1993
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The hard graft way to develop managers
Article Abstract:
The Pilkington Group has successfully developed an innovative method of integrating assessment activities into a management development course. A key aspect of the special training course in which the method was tested was the development of a collaborative assessment event that enabled course participants to take part in the evaluation of their performance during the training part of the program. The success of the Pilkington program in combining assessment and training activities illustrates the opportunities that such courses could provide to personnel departments searching for ways of making executive assessments more acceptable.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1991
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Expressing effectiveness in terms of outputs
Article Abstract:
Job effectiveness descriptions (JEDs) analyze and clarify jobs in terms of outputs. Elements of a JED include: outputs expected of a position; criteria for measuring each output; position authority statements for each position; and basic philosophy of the company on managerial effectiveness. Management in companies switching to a JED system will resist as they tend to value systems already in operation. Personnel departments, which are likely to be initiating the change, should seek management's commitment by convincing them of the effectiveness of output.
Publication Name: Personnel Management
Subject: Human resources and labor relations
ISSN: 0031-5761
Year: 1989
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