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This paper aims to identify the focal elements of performance in Finnish welfare service organisations, how performance is measured in welfare services, and what are management needs regarding the development of performance measurement in the sector.

First, the relevant performance management literature of welfare services is reviewed, then interviews with 15 managers of Finnish welfare service organisations in public, nonprofit and for‐profit sectors are reported.

The paper identifies the key elements of performance in Finnish welfare services. The results of the research indicate that Finnish welfare service organisations are relatively active in their performance measurement. Development needs relate to acquiring more systematic performance measurement approaches and new measures for the quality and long‐term effects of services.

Research elaborates the concept of performance in welfare services, thus enabling practitioners to analyse and develop their organisations' performance. The summary of current measurement practices and development needs in current practices serves to develop suitable performance management tools for welfare services.

In welfare services, performance management is a rather complex issue. Research on the topic, especially that on nonprofit, for‐profit and public Finnish welfare service organisations. is meager. This paper provides new information about the issue in Finnish welfare services.

Two case studies in health and safety management identified key performance indicators that reflected a company’s overall performance obtained from a full benchmarking audit. An intra‐company benchmarking audit, comparing operational health and safety management performance was completed within 12 semi‐autonomous subsidiaries of a large national food manufacturer. A significant (r = 0.985) positive relationship was obtained between ten operational performance indicators and overall performance. The key factors were found to have a common theme relating to employer‐employee openness in communication on health and safety issues. An inter‐company benchmarking audit comparing strategic health and safety management performance was completed within eight companies in the small, multi‐site retail sector. A significant (r = 0.988) positive relationship was obtained between ten strategic performance indicators and overall performance. The key factors did not have a common theme but there was evidence that integration of health and safety management into long‐term business decision making was a strong factor.

The role of performance appraisal and reward systems in enhancing employee performance is discussed. A model is presented which argues that feedback is a powerful instrument in performance enhancement. Performance appraisal should provide a clear and realistic indication of the work that must be accomplished, performance expectations, and feedback on performance against expectations. The key dimensions that must be taken into account when designing such a system are outlined.

The purpose of the paper is to present the performance management process and the core competency frameworks of six Canadian public libraries. The core competencies that characterize the qualities for superior performance of library staff are described, as well as the way in which competencies are used throughout the performance management process and other related human resource functions.

A survey of 59 public libraries serving populations greater than 50,000 was undertaken. A total of six libraries reported using core competency frameworks for performance management purposes. Managers responsible for human resource functions were interviewed about the process of developing the competencies and the ways in which the competencies are used in their library systems.

The core competencies identified by the six public libraries are communication skills, interpersonal skills, customer service, analytical skills, accountability, adaptability, technological competence, planning and organizing skills, knowledge of the organization, creativity/innovation and leadership. Employees are evaluated against the core competencies in the performance appraisal process. Unsatisfactory performance in any competency requires an action plan to improve the necessary knowledge and skills.

The number of libraries which have implemented core competencies for performance management is very limited. Future research should examine whether competency‐based performance management has achieved the aim of improving performance.

The paper provides a useful overview of the concept of performance management and summarizes the strengths and weaknesses of competency‐based performance management.

The paper presents an overview of competency‐based performance management as implemented in six Canadian public libraries. The core competencies that characterize the qualities required for superior performance of library staff are described.

Examines the role of appraisals as a way of improving productivity and effectiveness within successful organizations. Identifies ways in which appraisals help both employers and employees. Suggests that there is room for improvement in most performance appraisals and discusses various ideas. Computer software is one of the ways in which performance appraisals can be dealt with more proficiently. This article evaluates the three leading software programs available currently and provides a comparison of the features. Concludes that the products do not solve all the problems encountered in performance appraisals, but do give structure to the process and make this sort of appraisal easier to conduct.

The purpose of this paper is to define corporate performance management, provide an overview of the Regulation and Quality Improvement Authority's performance management framework (PMF) and explain how the PMF might be used to enhance organisational effectiveness.

The paper takes the form of a case study.

This paper describes the performance management framework developed by the Regulation and Quality Improvement Authority in Northern Ireland, and identifies how such a framework may be proactively used to enhance organisational effectiveness.

The findings are limited to the analysis of the development and use of a performance management framework within a single organisation.

This paper has contributed to the debate on performance management by outlining a mechanism by which a performance management framework can be utilised in practice to fundamentally challenge the organisation and provide a platform for action and improvement.

Examines performance management, a strategy for improving employee performance and productivity. This approach involves three components: performance planning, performance management, and performance appraisal. Describes how several different firms have implemented this approach. Also outlines four elements for successfully implementing a performance management system.

The Article seeks to identify the configuration of executive directors conditional option and LTIP arrangements used to align the interest of the company’s directors and shareholders.

The article presents an empirical study of the option and LTIP arrangements (current and previous) of 51 major UK companies. The article focuses on the configuration of option schemes and LTIPs in respect of three critical elements: the performance target selected, the comparator used to benchmark performance and the quantitative performance target level requirement to be achieved to trigger rewards. The period 1989‐2002, covered by the research indicates a substantial degree of “experimentation” with many companies amending their original option schemes and LTIPs and a larger number of other companies introducing new arrangements. A substantial number of schemes can be characterised as being “undemanding” rewarding average rather than excellent performance.

It is It is proposed (in a follow up paper) to econometrically test for associations between particular configurations (identified in this article) and actual corporate financial performance, i.e. which configurations have the most robust impact on performance.

The author makes a number of recommendations aimed at making option schemes and LTIP, more “stretching”, rewarding only excellent rather than average performance.

This is the first paper to explicitly look at the components of option schemes and LTIPs in a detailed way, questioning the merits/demerits of the targets and comparators commonly used to evaluate performance.

A performance management system has been implemented by Cancer Care Ontario (CCO). This system allows for the monitoring and management of 11 integrated cancer programs (ICPs) across the Province of Ontario. The system comprises of four elements: reporting frequency, reporting requirements, review meetings and accountability and continuous improvement activities. CCO and the ICPs have recently completed quarterly performance review exercises for the last two quarters of the fiscal year 2004‐2005. The purpose of this paper is to address some of the key lessons learned.

The paper provides an outline of the CCO performance management system.

These lessons included: data must be valid and reliable; performance management requires commitments from both parties in the performance review exercises; streamlining performance reporting is beneficial; technology infrastructure which allows for cohesive management of data is vital for a sustainable performance management system; performance indicators need to stand up to scrutiny by both parties; and providing comparative data across the province is valuable. Critical success factors which would help to ensure a successful performance management system include: corporate engagement from various parts of an organization in the review exercises; desire to focus on performance improvement and avoidance of blaming; and strong data management systems.

The performance management system is a practical and sustainable system that allows for performance improvement of cancer care services. It can be a vital tool to enhance accountability within the health care system.

The paper demonstrates that the performance management system supports accountability in the cancer care system for Ontario, and reflects the principles of the provincial governments commitment to continuous improvement of healthcare.

In order to provide a deeper understanding of small business performance the study aims to analyse data from a national survey into small firms in the events sector.

The analysis used logistic regression to determine a model which best predicts the performance of these firms. The data used were part of a larger scale and previously published survey into the business activities of small events firms in the UK. The resulting model identifies those organisational variables which greatly influence performance as well as identifying the business activities which have little or no effect on performance.

The greater influencing factors were found to be related to the age of the business, the variety of promotional methods used and the sources of finance employed. The more significant factors appeared to be those of a shorter term more operational nature whereas those factors having little effect were those that related more closely to areas of strategic planning.

The findings suggest that small firms in the event sector are likely to perform better if they use a variety of promotional methods, make use of quality tools, and use grants rather than family and friends for funding. The use of marketing planning and research and investment in training is unlikely to improve performance, although this may be only in the short term.

The paper highlights the areas of business operations which can significantly affect performance and is, therefore, of practical use for smaller firms operating in this industry. The analysis also uncovers aspects where further research is required if a more comprehensive understanding of small firm performance determinants is to be gained.