Performance Outcome

A well-designed and articulated job description is imperative to managing performance and helping employees reach positive performance outcomes. Your expectations must be set and articulated before problems arise. 

As an organization begins an effort to improve process safety performance, it should establish specific goals and objectives that reflect performance outcomes and the desired future state of process safety. Senior leadership needs to lead the development of goals and objectives to signal full support and demonstrate active engagement. 

This section is focused on the catalyst selection for optimal Prox reactor operation. During the discussion, catalyst formulation will generally cover the active metal (Pt, Rh, Cu, etc.) and support (A1203, ZnO, etc.) with promoters (La, Ce, etc.) however, there are instances in which studies done are more focused on the active metal regardless of the support used and is indicated where appropriate. It should be kept in mind that catalyst formulation selection must be done in the context of the desired performance outcome, or avoidance of certain characteristics and reformate mix. 

Healthcare providers are increasingly relying on pharmacists to perform outcomes research and quality-of-life studies. Pharmacists can apply basic quantitative skills in evaluating options and combine the results with qualitative information to make decisions and recommendations. For disease state management programs, measuring outcomes can be the key to success. 

Chemical Warfare and Chemical Terrorism Psychological and Performance Outcomes... 

This article is part of a special issue, Chemical Warfare and Chemical Terrorism Psychological and Performance Outcomes, of Military Psychology, 2002,14(2), 83-177. 

Practice guidelines, performance indicators, and databases are a useful approach to achieving and maintaining improved system performance (outcomes)... 

Metrics are measures used to assess and compare the performance outcomes of different systems. The metrics of building protection systems are measured indicators of the impact of a protection system on the occupants and operations of a building in the event of an attack, and most common ones include protection and operational performance metrics. 

Motives and attitudes often underpin performance outcome. Through quantified measures of primary interests, some patterning of women versus men and organic versus conventional was found. However, data for the mode of production tended to neutralize gender differences. Therefore, it is not possible... 

Numerous studies have examined the relationships between various components of the full range leadership model and performance outcomes. Overall, these studies confirmed the positive impact of transformational leadership on perceived effectiveness as well as on hard measures of performance. 

However, even when predictions regarding objective performance outcomes support the model, we are stiU faced with plausible alternative cause-and-effect relationships (Bass and Avolio 1993, p. 69). Therefore, to establish causal effects, several experiments (Barling et al. 1996 CrookaU 1989 Dvir et al. in press HoweU and Frost 1989 Kirkpatrick and Locke 1996 Sosik et al. 1997) were conducted either in the field or in the laboratory. OveraU, these experiments confirmed the causal impact of transformational or charismatic leadership on performance outcomes. Such an experimental design can confirm that the direction of causal flow is indeed from transformational leadership to the hypothesized performance outcomes as opposed to instances where enhanced follower performance cause the higher transformational leadership ratings. HoweU and Frost (1989) found that experimen-taUy induced charismatic leadership positively affected task performance, task adjustment, and ad-... 

Needs analysis (sometimes called needs assessment) examines what should be done so that employees can better perform jobs. Needs analysis focuses on outcomes to determine optimal performance for jobs. Rossett (1987) has provided a detailed needs-analysis techniqrre. Instead of needs analysis, many organizations unfortunately conduct a kind of wants analysis, a process that asks employees and/or supervisors to state what is needed to better perform jobs. Because employees and managers frequently cannot distinguish between their wants and their needs, wants analysis t5rpically yields a laundry list of information that is not Unked well to performance outcomes. 

The forces of change have altered what performance itself means. Gone are the days when financial results were aU that mattered. In today s world, organizations must dehver a combination of financial and nonfinancial performance outcomes. Readers who do not understand the new scorecard of performance will fall into the three main traps of a financial-only approach to performance management ... 

In many instances, people falsely assume performance outcome-based goals exist when they don t. People in organizations, especially the ones who have achieved a degree of success, often claim they already know what the critical outcomes arc and how to articulate them, when in reabty they don t. Or people will elude the responsibUity to state outcomes by claiming the outcomes themselves are implied in the activities or plans afoot Or they will refer to the boss, expecting he or she has it all under control. AH of these excuses are mere ruses to avoid the responsibHity to specifically and expressly articulate the outcomes by which any effort can be monitored for success. 

So what can you do to overcome this formidable list of obstacles Getting focused on performance outcomes rather than activities is the place to begin. But it is not enough on its own. You will need more to sustain your focus. There are three additional aspects to performance management ... 

The first two are quantitative and objective and the second two a blend of objective/subjective and quantitative/qualitative. Becoming adept at the use of these yardsticks will take you a long way toward overcoming the anxieties and obstacles inherent in performance outcome-based goals. 

Good performance goals nearly always reflect a combination of two or more of the four yardsticks. Moreover, the first two yardsticks (speed/time and cost) measure the effort or investment put into organizational action, while the second two (on-spec/expected quality and positive yields) measure benefits you get out o/that effort or investment. The best goals typically have at least one performance outcome related to effort put in and at least one outcome related to the benefits produced by that effort. 

Global performance outcomes (enhancement of profits, leveling of profits over time)... 

Supervisors interactions with new employees, what might be terms their leadership style, will play an important role in the establishment of tmst-relationships. Evidence is mounting that a transformational leadership style, where leaders develop affective bonds with their employees will help facilitate tmst development and positively influence safety (Conchie 2013), as well as positively influence performance outcomes (Schaubroeck et al. 2011). Supervisors should of course develop a safety-specific tmst relationship with a new employee based on evidence from their behavior, not based on assumptions. While supervisors may be somewhat insulated from the adverse impact of new employee s behavior, they should consider new employees as potential sources of safety risk until proven otherwise. Co-workers are likely to be the most vulnerable in terms of the impact of unsafe behavior from new employees. Thus from the perspective of co-workers, it is advisable to be careful and ensure that any tmst which is given to a new employee is deserved. 

Workplace assessments usually lequiie special attention to task demands, performance, and load. The demand measures form the counterpart of the performance measures, they specify the task or demand requirements of the environment (inputs whereas the performance/outcome measures define the way the operational output is assessed. Load measures, which are often the prime focus of ambulatory studies, can only properiy be interpreted in the context of task requirements, on the one hand, and performaiKe, on the other. 

When interpreting SPs in relation to practice effects, one should expect a SP decrease in the course of practicing the tasks. However, the negativity of SPs increased across time from the first to the last work period. Under the partieular condition of the adaptive adjustment of task load, all effort-lowering effects of practice were continuously compensated for by decreasing the duration of task presentation after a correct calculation. Therefore, SP increase over the course of the experiment may be interpreted as refleeting inereased effort expenditure to ensure the required performance outcome. 

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