Measuring deliverables and employee ownership through organisational performance management

Abstract

In the article the case is made for the effective and efficient implementation of a performance management system to ensure the appropriate measuring of deliverables. A number of issues that hamper determining and measuring deliverables are identified. Providing measurable deliverables are dependent upon the definition of both quantity and quality of services provided. However, an over-emphasis on input deters appropriate determination of output and outcome. Emphasis also has to be placed on establishing an effective link between individual and organisational performance management and indicators. If the link is absent, so will employee ownership be. Without employee ownership and self-efficacy, organisations are unable to sustain their development initiatives. The article makes the case for appropriate identification, monitoring and evaluation of both individual and orqanisational performance indicators.