Performance appraisal

Increasing the overall economic performance of the economy, including the efficiency and management of the energy sector

2. Effectiveness of the Performance Appraisal System (PAS) in the United Nations.

Steven Cowley Fusion is energy's future

An effective performance management system was essential for improving both individual and organizational performance, and the PAS was one element of such a system.

The Committee encourages the full application of the PAS, including guidelines for the rating of achievement.

Environmental performance data re emissions, resource use, efficiency measures

In indicator of achievement (b) (ii), delete against core standards .

Indicator of achievement (c) should become (c) (i) add an indicator (c) (ii), reading (ii) The level of recovery of erroneous or unauthorized expenditures and add under the corresponding performance measures To be determined .

While the overall objectives presented in paragraph 28.5 were endorsed, it was felt that their achievement would be difficult to measure in the absence of performance indicators.

The Board considers that, as part of the development of the appraisal procedures, the expected standard of future performance should be firmly established before the appraisal period commences and performance is evaluated.

In indicator of achievement (a) (iii), replace Full with Effective and efficient .

Accountability for results through independent evaluation Internal and external audit a function assumed by UNDP and A staff performance assessment system that links individual staff performance to organizational and development effectiveness.

This idea of capacity as a platform for performance is central to the rationale for capacity assessment (although the term used here is capacity for performance, the criteria based approach can be applied to other dimensions of performance, such as quality, as well).

Having noted that the Fifth Committee had emphasized that an effective and credible performance system was the key for the possible introduction of a pay for performance system, one Commission member recalled that organizations had provided information on their performance appraisal systems some two years before.

8. It should be borne in mind that the performance appraisal system was not an end in itself but was designed to promote a result based culture of performance.

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.

However, the appraisals were not always concluded in good time.

Furthermore, the percentage of expenditure compared to funds available is given as an indicator of achievement for efficient and effective use of resources or in a few cases for full and efficient utilization of resources , with a target of 100 per cent for 2006 2007.

10. If it was planned to introduce a system of performance awards and bonuses (A 52 439) the performance appraisal system was the only mechanism by which performance could be properly evaluated.

At the end of indicator of achievement (ii), add , taking into account Article 101 of the Charter .

An important function of PAS is to promote communication between staff members and supervisors on the goals to be achieved and the basis on which individual performance will be assessed.

Performance appraisal

The e PAS system also, for the first time, gathered all performance appraisal data into a single database, allowing supervisors to view the status of staff members' appraisals at one glance.

(c) Provides evidence on the achievement of results and best utilization of resources through objective reviews assessments of all activities operations of the Organization and programme implementation monitoring and evaluation, and performance assessment.

Thus, capacity for performance becomes a critical variable intervening between the organization's systems and practices and eventual performance itself.

Without accountability, development performance will not improve, and without performance, international commitments and increased aid cannot be sustained.

Subsequently, they will be used as a base on which to build other human resource systems such as recruitment, placement, development and performance appraisal.

The Government Performance Project model did not measure performance per se.

UNHCR agreed with the Board's recommendation to consider ways to ascertain that indicators selected provide a representative image of actual achievements.

The Secretary General had considered that idea in the context of his efforts to improve overall organizational performance.

It would also be useful to have more details about the procedures and methodology used to determine how well the system was working.

Category 3 non financial but quantified verifiable data regarding environmental performance

7. The Secretary General emphasized that the PAS should be the only mechanism by which performance was evaluated and recognized, but acknowledged that the PAS was not yet sufficiently established to support a monetary award system.

Delete indicator of achievement (a) (i) and delete (ii) in indicator of achievement (a) (ii).

Delete indicator of achievement (b) (ii) and delete (i) in indicator of achievement (b) (i).

The Electronic Performance Appraisal System (e PAS), the electronic tool employed to make the process of holding staff accountable for their performance more efficient and timely, represents an enhancement of the original performance appraisal system that was introduced after extensive consultations throughout the Secretariat.

Enhancing organizational capacity, efficiency, performance, accountability, and results

The other thing we discovered is that efficiency doesn't matter so much if your energy source is free.

The Secretariat commented that it had a number of mechanisms for ensuring that supervisors complete performance appraisals on time, which was linked to the extension of contracts, promotions, merit increments and separations.

II. LINKING ENVIRONMENTAL AND FINANCIAL PERFORMANCE

Table 10 Expected accomplishments and indicators of achievement

Expected accomplishments and indicators of achievement

Institutional performance

(e) Performance indicators