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Various analyses have used the transfer rate as a performance indicator for community colleges, but the question of what constitutes an appropriate denominator in the transfer-rate equation remains a point of contention. This article examines the potential drawbacks of using student-reported educational goals to determine which students are included in the denominator and notes how the behavioral signal approach — based on the courses students take and complete — may be a more appropriate alternative. In addition, the article discusses the prospects of employing a "transfer opportunity diagnosis" based on multiple indicators. [ABSTRACT FROM AUTHOR]

The article provides an overview on the significance of service models on newspapers in the U.S. From the issuance of the social responsibility model with Poynter's standards dealing with journalism, newspaper companies were encouraged to apply the service business model. Its impact on business aspects involved the creation of a journalism-based brand instead of a product-based centering on the attributes dealing with corporate relationships and not transactions. Another is its journalistic quality implying the effect of products on its consumers and the performance measures dealing with logical and characterized changes in journalistic organizations.

Drawing on a recent survey of establishments in the United States, the authors examine how nonprofit, public, and for-profit establishments vary in the use of high-performance work organization (HPWO) practices that offer opportunities for participation in decision making (via self-directed teams and offline committees), enhance the capacity for participation (via multiskilling practices such as job rotation), and provide incentives for participation (via compensation practices). Nonprofit and public organizations are less likely to use performance incentives (gain sharing and bonuses) and some multiskilling practices than are for-profit organizations but more likely to use both self-directed work teams and offline committees. Sectoral differences in the prevalence of incentive compensation and self-directed teams persist after correlates of sector that predict HPWO prevalence—including establishment size, industry, computational requirements, and unionization—are controlled. [ABSTRACT FROM AUTHOR]

Almost all state governments have adopted legislative or administrative mandates to manage for results. These mandates require agencies to engage in strategic planning and performance measurement, with the hope that performance information will be used to change decision-making behavior and improve performance. This article examines case studies of Alabama, Virginia, and Vermont to understand how corrections managers react to and use these mandates. The findings indicate a high degree of variation in case outcomes, ranging from compliance, to performance improvement efforts, to a questioning of the basic goals of corrections. There is a common logic: that explains how managing for results is used however, based on organization's leadership agenda, and informed by knowledge of environmental challenges and opportunities. [ABSTRACT FROM AUTHOR]

Examines the relationship between institutional spending patterns and performance funding standards at public community colleges in Tennessee. Analysis of performance standard scores and data on expenditures by category; Relationship between expenditure categories and performance standard scores; Allocation of funds for academic support and instruction.

The article focuses on the goal performance towards health care services in the U.S. It mentions that the overall goal performance at the Centers for Medicare and Medicaid Services (CMS) Web site represents the average performance for every acute-care hospital in the U.S. It is projected that it is possible for an organization to achieve an outcome of 100% with every single item on their dashboard. It reveals that each level of the organization has to decide what they can do to make sure that their goal is met by talking to one another about what is possible for each organizational level to contribute.

The article features the Society for Vascular Medicine and Biology, which aims to engage in improving the care of patients with vascular disease through excellence in clinical care and advances in biology in the U.S. Their practice includes prevention, diagnosis, and endovascular therapies, which encompasses vascular biology, pathophysiology, and clinical trials. Furthermore, its mission is to expand their membership to improve the strength of their advocacy and extend its services to members.