Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

After more than a decade of development investments in monitoring and evaluation few countries are able to regularly report on how effective their policies and programs are in achieving the results they desire. It is not through lack of good M&E design, nor political mandates to support the effort, but from a lack of sustained management and delivery of effective M&E programs within established organizations. Building Sustainable Monitoring and Evaluation Systems will help improve the capacity of any organization committed to measure, monitor and manage to development results.

Government productivity --- Performance standards --- Total quality management in government --- Public administration --- Evaluation. --- Job performance standards --- Work performance standards --- Work standardization --- Productivity, Government --- Administration, Public --- Delivery of government services --- Government services, Delivery of --- Public management --- Public sector management --- Employees --- Goal setting in personnel management --- Capital productivity --- Production (Economic theory) --- Political science --- Administrative law --- Decentralization in government --- Local government --- Public officers --- Rating of

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Performance standards --- Organizational learning --- Industrial management --- Business administration --- Business enterprises --- Business management --- Corporate management --- Corporations --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Management --- Business --- Industrial organization --- Learning organizations --- Learning --- Communities of practice --- Knowledge management --- Job performance standards --- Work performance standards --- Work standardization --- Employees --- Goal setting in personnel management --- Rating of --- E-books --- Performance standards. --- Organizational learning. --- Industrial management.

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

This study investigated the management of intellectual capital (observed as internal capital, external capital, and human capital) as a tool for non-financial organizational performance (observed as effectiveness, efficiency, and reputation). The study used self-administered survey questionnaires to collect data on both the intellectual capital and non-financial organizational performance aspects of the Malaysian public sector which has undergone a radical transformation through New Public Management Reforms. The total number of participants was 1,092 covering the three levels (federal, state, and the local governments) of the government. The results of the survey questionnaire were analyzed using a multivariate Structural Equation Model, and revealed that there is a significant and positive relationship between intellectual capital and performance. Findings provide useful input to policymakers into the review of the relevant intellectual capital resources, and on improving the public sector performance. From a practical perspective, one way of increasing the level of public sector performance is to tie performance to intellectual capital.

Human capital -- Malaysia. --- Intellectual capital -- Malaysia. --- Public administration --- Intellectual capital --- Management --- Government - Non-U.S. --- Business & Economics --- Law, Politics & Government --- Government - Asia --- Management Styles & Communication --- Human capital --- Human assets --- Human beings --- Human resources --- Capital, Intellectual --- Economic value --- Capital --- Labor supply --- Knowledge management --- Knowledge workers --- Administrative agencies --- Performance standards --- Evaluation --- E-books --- Job performance standards --- Work performance standards --- Work standardization --- Employees --- Goal setting in personnel management --- Rating of --- Accounting. --- Management accounting & bookkeeping. --- Intellectual capital. --- Performance standards. --- Accounting --- Financial. --- Evaluation.

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

Meeting the challenges of high-performance HRUntil 1760 ships routinely disappeared, ran aground, or sank because seafarers could not measure longitude. The cost in life and property was immense. Today, business faces a similar challenge, as the failure to measure human resources performance is just as costly and deadly to modern organizations.Senior executives once considered HR a ""soft,"" unavoidable cost of doing business, responsible for compensation, employee transactions, company functions, workforce problems, and legal issues. Three factors changed this perception: the

Performance --- Organizational effectiveness --- Employees --- Performance standards. --- Strategic planning --- Goal setting (Strategic planning) --- Planning, Strategic --- Strategic intent (Strategic planning) --- Strategic management --- Planning --- Business planning --- Job performance standards --- Work performance standards --- Work standardization --- Goal setting in personnel management --- Efficiency rating --- Employee appraisal --- Employee rating --- Employees, Rating of --- Performance appraisal of employees --- Performance evaluation of employees --- Performance rating (of employees) --- Personnel evaluation --- Rating of employees --- Service rating --- Measurement. --- Rating of. --- Evaluation. --- Rating of --- Performance standards --- Measurement --- Evaluation --- E-books

Choose an application

• Reference Manager
• EndNote
• RefWorks (Direct export to RefWorks)

As an L&D professional, you know not to take a client request at face value. But can you steer misguided initiatives in the right direction, arriving at a solution that works for your customers and your company? Partner for Performance is the key to aligning your learning and development role with your organization's greatest needs. Performance improvement specialists Ingrid Guerra-López and Karen Hicks offer a framework for fast-tracking your growth as an ally to managers and a consultant to business leaders. Their structured, yet versatile method is a fit for any organization, and you can use it throughout the learning-solution process. Form lasting partnerships with stakeholders. Generate, share, and use performance data that support decision making and action. And help your organization avoid failed training initiatives that waste effort, time, and money, while brewing employee disengagement. Change the L&D status quo and build credibility for your department -- Partner for Performance will show you how.

Performance standards. --- Organizational learning. --- Personnel management. --- Business planning. --- Employees --- Employee development --- Employee training --- Employees, Training of --- In-service training --- Inservice training --- On-the-job training --- Training of employees --- Training within industry --- Vestibule schools --- Occupational training --- Employer-supported education --- Business enterprises --- Business plans --- Corporate planning --- Corporate strategy --- Corporations --- Strategy, Corporate --- Planning --- Strategic planning --- Employment management --- Human resource management --- Human resources management --- Manpower utilization --- Personnel administration --- Management --- Public administration --- Employment practices liability insurance --- Supervision of employees --- Learning organizations --- Learning --- Communities of practice --- Knowledge management --- Job performance standards --- Work performance standards --- Work standardization --- Goal setting in personnel management --- Training of. --- Personnel management --- Rating of --- Leadership --- Trust --- Organizational effectiveness --- Organization --- Trust (Psychology) --- Attitude (Psychology) --- Emotions --- Ability --- Command of troops --- Followership --- E-books --- Organizational effectiveness.