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Performance System (performance + system)
Selected AbstractsSimilar and functionally typical kinematic reaching parameters in 7- and 15-month-old in utero cocaine-exposed and unexposed infantsDEVELOPMENTAL PSYCHOBIOLOGY, Issue 3 2004E. Z. Tronick Abstract This study examined the effects of intrauterine cocaine exposure on the reaches of 19 exposed and 15 unexposed infants at 7 and 15 months using kinematic measures. Infants sat at a table and reached for a rattle, a toy doll, and a chair. Videotaped reaches were digitized using the Peak Performance system. Kinematic movement variables were extracted (e.g., reach duration, peak velocity, movement units, path length) and ratios computed (e.g., path length divided by number of movement units). Regardless of exposure status, reaches of older infants were faster, more direct, had fewer movement units, and covered more distance with the first movement unit. Exposed infants covered more distance per movement unit than unexposed infants, but there were no other significant differences. Reaches of exposed and unexposed infants were essentially similar. Importantly, reach parameters for these high-risk infants were similar to reach parameters for infants at lower social and biological risk. © 2004 Wiley Periodicals, Inc. Dev Psychobiol 44: 168,175, 2004. [source] Designing for performance, Part 1: Aligning your HPT decisions from top to bottomPERFORMANCE IMPROVEMENT, Issue 1 2007Ryan Watkins Wanting to improve individual and organizational performance is a worthwhile ambition. Yet your success in accomplishing this relies heavily on the suitable selection, design, and development of performance technologies. Only when capable performance technologies are systematically aligned with the desired results of your organization and its partners will you achieve sustainable performance improvements. In this article, the first of a three-part series, you will find a systematic process for initiating the design of a performance system that will accomplish useful results. From identifying the performance expectations of internal and external partners to justifying the performance objectives you establish as guides for future decision making, the systematic processes described in this article will provide you with the initial tools for successfully selecting an integrated set of performance technologies that have the capacity to accomplish valuable results. [source] Reinventing Reforms: How to Improve Program Management Using Performance Measures.PUBLIC BUDGETING AND FINANCE, Issue 3 2010Really This paper looks at the design and use of incentivized performance measures to motivate managerial efficiency and promote greater program effectiveness. It starts off by looking at recent reforms like the Government Performance and Results Act to understand why they were largely unsuccessful in altering the decision-making process of government agencies. One problem was that performance measures have been both numerous and complicated, thereby making their role in management and oversight difficult. Equally important, no external incentives were attached to program accomplishments. The paper then examines what elements would be needed to build a management system that encourages both more efficient and more effective agency behavior. The goal of performance budgeting is to develop performance measures that display the progress of a program toward its stated objectives. Assessments based on these measures may then call for rewards or punishments. As such, it also may encourage program managers toward improved performance. The paper examines the pitfalls and complexities dealt with by Congress and Office of Management and Budget in the process. For example, a performance system must distinguish between funding program needs, as warranted by sectoral indicators, and management concerns. It must also unambiguously tie incentives to performance measures to motivate agencies, while building in commitment devices for the principals. Incentivized performance measures may not be appropriate in all conditions, but may be helpful for motivating managers and improving program performance in particular circumstances. [source] A performance measurement paradigm for integrating strategy formulation: A review of systems and frameworksINTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 1 2005Kit Fai Pun Measuring organizational performance plays a very important part in translating corporate strategy into results. Various emerging (non-traditional) performance systems have recently been devised to aid firms in selecting and implementing measures. This paper discusses the strategy/measurement initiatives and compares ten emerging performance measurement systems with respect to a list of performance dimensions, the characteristics of performance measures, and the requirements of development process. Although these systems have constraints borne with their own application domains, they stand by themselves empirically and/or theoretically, and provide guidance about what to measure and how to design performance measures that could be linked to the corporate strategy and objectives of an organization. This paper concludes that there is a need to develop a paradigm for integrating strategy formulation and performance measurement in organizations. [source] | ||||||||||