B. Aggregate economic performance

Performance management improvements in the Electronic Performance Appraisal System

The PAS was only one element of an integrated effort to create that new culture.

The Fund apos s real estate investments outperformed both bonds and cash during the biennium, with a total return of 8.6 per cent for the year ending 31 March 1997 and 18.9 per cent for the year ended 31 March 1998.

B. Aggregate economic performance 9 12

95. In the context of preparing the proposed 1998 1999 budget, departments were invited to include performance indicators comparing actual performance for 1994 1995, expected performance of 1996 1997 and proposed performance for 1998 1999.

A step by step approach is being taken towards introducing performance awards or bonuses, as mandated by the General Assembly, to recognize outstanding performance and specific achievements, to improve morale and productivity and to enhance overall organizational performance.

E. Enhancing the Performance Appraisal System

The overall performance of the Fund will be measured against the three objectives described below, using performance indicators suggested by the Emergency Relief Coordinator and reviewed annually by an advisory group (see paragraphs 33 34).

The annual meeting furthermore recommended that a performance review of NEAFC be established.

The overall framework of these expected accomplishments and indicators of achievement is shown in table 27.1.

II. System of performance awards or bonuses

Therefore, a viable performance recognition programme is an integral part of the overall human resources strategy and is linked to the Organization s performance management system

During the year ended 31 March 1998, the Fund slightly underperformed the benchmark by 0.9 per cent.

The Committee shall provide an annual performance evaluation of its work to the General Assembly.

Performance measures (baselines and targets)

Now that I'm president, I'm gonna get this organisation movin' ahead.

Report of the Joint Inspection Unit on some measures to improve overall performance of the United Nations system at the country level

C. Some measures to improve the overall performance of the United Nations system at the country level (JIU REP 2005 2)

5. Notes, in this connection, the phasing in of performance management, including the introduction in 1996 of a new performance appraisal system

Japan welcomed the ongoing efforts to implement the pilot study on broadbanding pay for performance and expressed general support for the introduction of those initiatives as a means of ensuring that the pay and benefits system reflected staff performance.

Ph.D. Agricultural Economics, University of Illinois, USA 1991 M.Sc. Agricultural Economics, Cornell University, USA 1986 B.Sc. Division One (Cum Laude) in General Agriculture, Njala University College, Sierra Leone 1982

Table 27.11 Objectives for the biennium, expected accomplishments, indicators of achievement and performance measures

Table 23.18 Objectives for the biennium, expected accomplishments, indicators of achievement and performance measures

Table 15.7 Objectives for the biennium, expected accomplishments, indicators of achievement and performance measures

Table 15.10 Objectives for the biennium, expected accomplishments, indicators of achievement and performance measures

Regular client surveys will be used as an important measurement of the performance of conference services in the headquarters locations.

Table 28G.5 Objectives for the biennium, expected accomplishments, indicators of achievement and performance measures

Table 28G.8 Objectives for the biennium, expected accomplishments, indicators of achievement and performance measures

Table 28G.10 Objectives for the biennium, expected accomplishments, indicators of achievement and performance measures

Table 28G.12 Objectives for the biennium, expected accomplishments, indicators of achievement and performance measures

Table 23.7 Objectives for the biennium, expected accomplishments, indicators of achievement and performance measures

The Board considers that the absence of an annual appraisal for every member of staff is inconsistent with sound performance management.

3. PAS, which is based on performance management principles recommended for the United Nations common system by the International Civil Service Commission (ICSC), is one element of the Secretary General s overall efforts to introduce into the Secretariat a results based culture of performance.

The Organization s performance appraisal system (PAS) has been revised to link performance and staff development more directly to career progression.

11. A major organizational objective during the initial phases of PAS implementation was to introduce the overall concepts of the new approach to performance management embodied in PAS, namely, performance planning, prioritization, monitoring, feedback, review and appraisal.

The staff of the Registry is appointed by the Court in accordance with Article 21, paragraph 2, of its Statute.

Review of programme performance for 2002

A rating of partially meets performance expectations does not necessarily mean that the performance is not satisfactory, as there can be many reasons why a staff member has not fully met the goals set at the beginning of the performance year.

(c) To institutionalize the principles of performance management throughout the Organization in order to improve overall organizational performance, reward excellent performance and address underperformance

There was widespread recognition that the success of a performance management system requires that there be consequences linked to different levels of performance.

57. Among the various aspects of performance management covered by the PAS, the linguistic performance and continued development of linguistic skills of United Nations staff members are considered critical.

To strengthen the performance based reward system, a broad banding initiative will continue to be piloted in 2006 2007.

The overall framework of these accomplishments and indicators of achievement is shown in table 23.1.

The audits of headquarter units have been postponed in 2004 and were included in the strategy and workplan of the Office of Audit and Performance Review for 2005.