PerformThe Dynamics of Performance Management by Donald Moynihan

The Dynamics of Performance Overview

Performance management is another one of those terms that beg explanation. Performance is obvious. It could be a musical, drama or other entertainment. It could also be a particular action, deed or proceeding. Here performance is best defined as the execution or accomplishment of work. Management is just as easily explained. Management is the skill or executive ability to control and direct the affairs of a business. However when put together, it sounds more like a Nike advertisement or monitoring how well a race was won. The government has become increasingly interested in this topic. Every president that has come into office has felt the need to reform government performance. Citizens want to see better results: better accountability, better financial forecasting and budgeting and better reporting on those items. What studies have shown is that the best way to get those results is by helping employee carry out actions that will improve organization effectiveness. The study of that behavior is called performance management. Examples of it concludes planning daily work and setting expectations for each employee, monitoring performance of each employee, developing the employees capacity to perform, having a periodic rating for employee and finally rewarding good performance. Donald Moynihan’s Book, “The Dynamics of Performance Management” is basically a study of the psychology of performance management. Each chapter includes either an explanation of performance management reforms or various methods used. His objective is to provide solutions for how performance management can enhance efficiency. This paper is an overview of his book.

Rather than talk about each chapter of the book, it see...

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... to rethink performance manage- ment. These include:

■ Understanding that performance information is not performance management

■ recognizing that performance information is not objective

■ realizing that performance management relies on other organizational factors to succeed

CONCLUSIONS

Management thoroughly explains many of the failures of recent performance management reform efforts. It points out what many in government have witnessed first hand: Tracking and reporting performance information is not the same as performance management, and the expectations of each endeavor should not be confused. By examining these failures and applying different theoretical perspectives, the author is able to suggest ways in which government can rethink its approach to performance management and increase chances for success in the future.❙