Goal Clarity, Performance Measurement, and Change (From Proceedings of the One Hundred and Ninth Annual Congress of Correction, P 225-231, 1980 - See NCJ-74427)

• NCJ Number: 74450
• Author(s): M R Burt
• Date Published: 1980
• Length: 7 pages
• Sale Source: American Correctional Association; National Institute of Justice/
• Language: English
• Country: United States of America
• Note: *This document is currently unavailable from NCJRS.

Annotation

This paper develops the theme that a good strategy for promoting change in corrections consists of clarifying goals and obtaining feedback about how well they have been accomplished.

Abstract

In trying to improve performance, it is first necessary to know the existing level of performance on major goals. The information needed to determine this depends on job position and responsibilities held. A subsequent analysis of causes for performance success or failure helps to determine when or if performance can be improved. The development of performance measures that provide the knowledge desired about a particular activity is an evolutionary process. It involves differentiating between measures of accomplishments and measures of activity is an evolutionary process. It involves differentiating between measures of accomplishments and measures of activity. In comparing performance, care should be taken to determine whether the circumstances or outcomes measured are influenced by the same variables. Performance measures should also give sufficient attention to upper management's need for summary data and feedback. Performance measures can ultimately provide information on how well old tasks have been performed in terms of efficiency and effectiveness and can help assess the potential effects of proposed changes by clarifying what resources have been required to deliver the present level of performance and what would happen if resources were shifted to meet some new objective. No references are included.