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Performance evaluation is an important process that can evaluate qualitative and quantitative criteria together and contribute to more effective and efficient decision-making of enterprises. At the same time, although it is important for businesses to remain strong in competition, it helps employees to evaluate and increase their performance in order to achieve their goals. Our aim in this study is to evaluate the performances of 3 civil servants who are determined jointly by the Strategy Monitoring Unit and Training Directorate, which are affiliated to the Human Resources department in an institution that has an important place in the public transportation system in Istanbul, and to determine the criteria that cause their performance. AHP method, one of the Multi Criteria Decision Making methods, was used in our study. It is a guide to the studies in this field by showing a simple, understandable way with the determined criteria and analysis, using an applied software program. [ABSTRACT FROM AUTHOR]

Purpose – Performance appraisal is one of the most critical and indispensable human resource practices for organisations. However, it generates dissatisfaction among employees as it is often viewed as complex and ineffective. The purpose of this paper is to present a new performance management system that integrates multi-criteria decision analysis (MCDA) methods – the analytic network process (ANP) and PROMETHEE – with the visual techniques of the GAIA plane and the stacked bar chart. MCDA methods allow a structured and consistent evaluation integrating qualitative and quantitative criteria. Design/methodology/approach – The authors developed a structured and transparent performance management system. It is based on the MCDA methods PROMETHEE and ANP. It also incorporates the visual techniques: GAIA and stacked bar chart. Feedback for trainings and developments can precisely be formulated. Findings – Visual techniques permit clear identification and quantification, for each employee, of the areas that need improvement through training and development, which contributes to the resource-based view of organisations. A real case study has been portrayed to show the added value of the MCDA methods and the visual techniques in employee performance management. Originality/value – The paper describes a new employee performance system adopted in an organisation. The multi-criteria analysis transparently combines qualitative and quantitative decision criteria into a holistic and transparent evaluation. The visual techniques permit us to gain a deep insight into the employees’ skills profile and capture fine details where individuals perform or underperform. [ABSTRACT FROM AUTHOR]

The term 'performance management' has an aversive 'managerial' aspect, is unappealing to many public sector staff and has an 'image problem'. Perhaps as a consequence, it has failed to make a significant impact on Irish public sector workers, notably mental health nurses. In this paper, performance management is introduced and examined within an Irish healthcare context and with reference to its use in other countries. Some of the challenges faced by Irish mental health nurses and the potential benefits of working within a performance managed workplace are discussed. The paper concludes that performance management is likely to increasingly affect nurses, either as active agents or as passive recipients of a change that is thrust on them. The authors anticipate that the performance management 'image problem' will give way to recognition that this is a fundamental change which has the potential to enable health services to change. This change will bring high standards of transparency, worker involvement in decision making, an explicit value base for health services and individual teams. It provides the potential for clear practice standards and high standards of transparency as well as worker welfare in all aspects, including supporting employment and career progression. [ABSTRACT FROM AUTHOR]

Abstract: This paper addresses the problem of assessing the current performance of a system, given that performance can change over time. In many problems of interest, although a significant body of historical evidence is available, current performance information is too sparse to be the sole basis for an assessment of how well the system is currently performing. Therefore, it is desirable to apply current data within a Bayesian framework, making use of a broader body of evidence. However, both noninformative priors and simple informative priors have drawbacks for this application. The present work shows that ‘mixture’ priors have relatively desirable properties for performance assessment. These properties are illustrated using a simple example in assessment of reliability performance. It is also shown that one implementation of the mixture prior (the ‘fixed-constituent model’) is formally equivalent to methods used in signal detection, statistical decision rules in medical diagnosis, and many other applications. Building on the medical analogy, the potential benefits of an integrated treatment of reliability data and inspection results are illustrated. A companion paper develops a more sophisticated implementation of the mixture prior (the ‘variable-constituent model’), and extends the treatment to more complex examples. [Copyright &y& Elsevier]

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]