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All three military services are developing automated human performance measurement systems fore aviation training devices and research on human performance. The purpose of this study was to create a set of aircrew-system performance measurement guidelines for research based on a review of current practice, and the measurement experience and technical judgement of the investigators. A subjective analysis of common measurement requirements among flight tasks for all phases of military aviation was conducted. The selection of system state variables would be dictated by the individual research problem, but guidelines for sampling, measure segmentation, and selection of transforms to create measurement were developed for common flight tasks and measurement problems. Performance measurement issues in system design, training, and automated performance measurement system design were discussed. FORTRAN program listings for common transforms and specialized multivariate data analyses for selecting and constructing measurement from empirical data were appended. Use of the illustrated techniques was recommended, as was the need to update these techniques as measurement experience accrues. Keywords: Performance Measurement, Segmentation Logic, Transformations.
Program Evaluation and Performance Measurement: An Introduction to Practice, Second Edition offers an accessible, practical introduction to program evaluation and performance measurement for public and non-profit organizations, and has been extensively updated since the first edition. Using examples, it covers topics in a detailed fashion, making it a useful guide for students as well as practitioners who are participating in program evaluations or constructing and implementing performance measurement systems. Authors James C. McDavid, Irene Huse, and Laura R. L. Hawthorn guide readers through conducting quantitative and qualitative program evaluations, needs assessments, cost-benefit and cost-effectiveness analyses, as well as constructing, implementing and using performance measurement systems. The importance of professional judgment is highlighted throughout the book as an intrinsic feature of evaluation practice.
The International Federation of Library Associations and Institutions (IFLA) is the leading international body representing the interests of library and information services and their users. It is the global voice of the information profession. The series IFLA Publications deals with many of the means through which libraries, information centres, and information professionals worldwide can formulate their goals, exert their influence as a group, protect their interests, and find solutions to global problems.
Performance improvement thought leader Dean Spitzer explains why performance measurement should be less about calculations and analysis and more about the crucial social factors that determine how well the measurements get used. Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce those dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization. Spitzer’s "socialization of measurement" process focuses on learning and improvement from measurement, and on the importance of asking such questions as: How well do our measures reflect our business model? How successfully are they driving our strategy? What should we be measuring and not measuring? Are the right people having the right measurement discussions? Performance measurement is a dynamic process that calls for an awareness of the balance necessary between seemingly disparate ideas: the technical and the social aspects of performance measurement. This book gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, Transformational Measurement Action Plans, which suggest both well-accepted and "emergent" measures (in areas such as marketing, human resources, customer service, knowledge management, productivity, information technology, research and development, costing, and more) that you can use right away. Transforming Performance Measurement tells you not only what to measure, but how to do it -- and in what context -- to make a truly transformational difference in your enterprise.
In 1997, Congress, in the conference report, H.R. 105-271, to the FY1998 Energy and Water Development Appropriation Bill, directed the National Research Council (NRC) to carry out a series of assessments of project management at the Department of Energy (DOE). The final report in that series noted that DOE lacked an objective set of measures for assessing project management quality. The department set up a committee to develop performance measures and benchmarking procedures and asked the NRC for assistance in this effort. This report presents information and guidance for use as a first step toward development of a viable methodology to suit DOE's needs. It provides a number of possible performance measures, an analysis of the benchmarking process, and a description ways to implement the measures and benchmarking process.
Over the course of the past few years, teaching, research, and practice has underscored the importance of performance measurement and criterion development as topics of great interest, considerable debate, and some misunderstanding. It has also become clear that the field needs to address a compendium of research, applications, and issues. Performance Measurement: Current Perspectives and Future Challenges brings together internationally recognized leaders in the field and each examines the subject matter in a way that has never been done--focusing on the dynamic nature of work and the tremendous demands being placed on assessment and measurement as core organizational activities. It also uniquely uses their expertise to provide critical pointers to not only the practical implications of work in the field, but also to the new and continuing issues to be addressed and research to be conducted. The book will be useful to both scientists and practitioners.
There is growing interest in using performance measurement as a means of holding federal, state, and local health agencies accountable for their use of public funds. Health Performance Measurement in the Public Sector is the second of two books for the U.S. Department of Health and Human Services on using and improving performance measurement in publicly funded health programs and the implications for data needs and systems. This book focuses on data and information system issues at the federal, state, and local levels. Recommendations address: Policy framework for selecting performance measures and using performance measurement. Operational principles related to data and data systems that support performance measurement. Essential investments in data systems and in training and technical assistance. Research needed to improve performance measures and performance measurement.
This volume in the "ASPA Classics" series compiles the most influential contributions to the theory and practice of performance measurement that have been published in various journals affiliated with the American Society for Public Administration. The book includes major sections of original text along with the readings, and provides students and practitioners with a handy reference source for theory development and practice improvement in performance measurement. The coverage is broad, including methods and techniques for developing effective performance measurement systems, building performance-based management systems, and sustaining performance-based budgeting. The articles are all classics in the field that have endured the test of time and are considered 'must reads' on performance measurement.
Performance Measurement is the first in a new series of an ongoing effort by the Institute of Medicine (IOM) to improve health care quality. Performance Measurement offers a comprehensive review of available measures and introduces a new framework to examine these measures against the six aims of the health care system: health care should be safe, effective, patient-centered, timely, efficient, and equitable. This new book also addresses the gaps in performance measurement and introduces the need for measures that are longitudinal, comprehensive, population-based, and patient-centered. This book is directed toward all concerned with improving the quality and performance of the nation's health care system in its multiple dimensions and in both the public and private sectors.