Cover -- Copyright -- Acknowledgements -- Foreword -- Table of Contents -- Sourcing of figures and diagrams -- About the author -- List of contributors -- Prologue and preamble -- 1 Introduction and Context -- 1.1 Introduction -- 1.2 Performance Management in NPOs -- 1.3 The Three Levels of Performance Management -- 1.4 Conclusion -- 1.5 References -- 2 Profit versus Non-Profit Organisations -- 2.1 Introduction -- 2.2 Defining Features Of NPOs -- 2.3 WHY DO NPOs EXIST? -- 2.4 THE NPO WORKFORCE -- 2.5 THE CHANGING FACE OF NPOs -- 2.6 MEASURES OF SUCCESS IN NPOs -- 2.7 CONCLUSION -- 2.8 REFERENCES -- 3 The Philosophy of Performance -- 3.2 What is Performance Management? -- 3.3 THE PERFORMANCE MANAGEMENT PROCESS -- 3.4 CONCLUSION -- 3.5 REFERENCES -- 4 The Drivers of Performance in Non-Profit Organisations -- 4.1 INTRODUCTION -- 4.2 PROFIT VERSUS NON-PROFIT ORGANISATIONS -- 4.3 THE LEVERS OR DRIVERS OF PERFORMANCE -- 4.4 PERFORMANCE MANAGEMENT: THE PRODUCT OF THE HEALTH OF ORGANISATIONAL DNA -- 4.5 BUILDING THE TICKING CLOCK -- 4.6 CONCLUSION -- 4.7 REFERENCES -- 5 Basics of Measurement -- 5.1 INTRODUCTION -- 5.2 WHY MEASURE? -- 5.3 TRADITIONAL USE OF MEASURES -- 5.4 BARRIERS TO MEASUREMENT -- 5.5 WHAT TO MEASURE -- 5.6 HOW TO USE MEASURES -- 5.7 QUANTITATIVE AND QUALITATIVE ISSUES IN MEASURING PERFORMANCE -- 5.8 TYPES OF MEASURES -- 5.9 MEASURING TEAM PERFORMANCE -- 5.10 HOW TO MEASURE TEAM PERFORMANCE -- 5.11 HOW TO OPTIMISE TEAM PERFORMANCE -- 5.12 CONCLUSION -- 5.13 REFERENCES -- 6 Performance Appraisal Rating Scales -- 6.1 INTRODUCTION -- 6.2 REVIEWING PERFORMANCE -- 6.3 COMMONLY USED RATING SCALES -- 6.4 TARGET PERFORMANCE DISTRIBUTION AND FORCED RANKING -- 6.5 CONCLUSION -- 6.6 REFERENCES -- 7 Performance Management in Non-Governmental Organisations -- 7.1 INTRODUCTION.

7.2 WHAT KIND OF NON-PROFIT ORGANISATION (NPO) IS A NON-GOVERNMENTAL ORGANISATION (NGO)? -- 7.3 NGOs ARE BECOMING MORE ACCOUNTABLE -- 7.4 THE PRIMARY RESOURCE OF NGOs IS THEIR PEOPLE -- 7.5 STAFF COMPOSITION AFFECTS THE PERFORMANCE MANAGEMENT SYSTEM INTRODUCED -- 7.6 TYPES OF PERFORMANCE MANAGEMENT SYSTEMS -- 7.7 CHOOSING CRITERIA TO USE IN PERFORMANCE MEASUREMENT -- 7.8 DEVELOPING A PERFORMANCE MANAGEMENT SYSTEM IN AN NGO -- 7.9 PERFORMANCE MANAGEMENT SYSTEMS ARE IMPORTANT FOR THE SUSTAINABILITY OF THE NGO -- 7.10 CONCLUSION -- 7.11 REFERENCES -- 8 Performance Management and Development in Government -- 8.1 INTRODUCTION -- 8.2 IDENTIFICATION OF STAKEHOLDERS -- 8.3 REGULATORY FRAMEWORK -- 8.4 INTEGRATION OF PERFORMANCE MANAGEMENT WITH OTHER ORGANISATIONAL PROCESSES -- 8.5 THE PERFORMANCE MANAGEMENT PROCESS -- 8.6 PLANNING AND AGREEMENT OF THE PERFORMANCE MANAGEMENT PROCESS -- 8.7 PERFORMANCE MONITORING, REVIEW AND ASSESSMENT -- 8.8 USING A BALANCED SCORECARD FRAMEWORK FOR GOVERNMENT AGENCIES -- 8.9 THE MODERATION OF PERFORMANCE -- 8.10 PERFORMANCE ASSESSMENT OUTCOMES -- 8.11 EVALUATION AND REVIEW OF THE PERFORMANCE MANAGEMENT SYSTEM -- 8.12 THE LINK TO STRATEGIC PLANNING -- 8.13 THE MATTER OF CONFIDENTIALITY -- 8.14 THE REPORTING OF PERFORMANCE MANAGEMENT OUTCOMES -- 8.15 CONCLUSION -- 8.16 REFERENCES -- 9 Performance Management in State-Owned Companies -- 9.1 INTRODUCTION -- 9.2 THE HYBRID PERFORMANCE CHALLENGE -- 9.3 PRACTICAL GUIDE ON IMPROVING PERFORMANCE MANAGEMENT IN SOCs -- 9.4 CONCLUSION -- 9.5 REFERENCES -- 10 Performance Management in Universities -- 10.2 BEST PRACTICE OR BEST FIT? -- 10.3 A FLEXIBLE FRAMEWORK -- 10.4 A FAIR WORKLOAD -- 10.5 RATING SCALES AND METRICS -- 10.6 REWARD AND RECOGNITION -- 10.7 CONCLUSION -- 11 Defining the Determinants of Higher Education and the Effective Performance, Leadership and Manag -- 11.1 INTRODUCTION.

11.2 GOVERNANCE, LEADERSHIP AND AUTONOMY -- 11.3 ASSESSMENT OF UNIVERSITY PERFORMANCE -- 11.4 PERFORMANCE, GOOD GOVERNANCE, LEADERSHIP AND MANAGEMENT: WHAT KIND OF EXAMPLES SHOULD WE FOLLOW -- 11.5 PERFORMANCE INDICATORS AND RANKING -- 11.6 CONCLUSION -- 11.7 REFERENCES -- 12 Performance Management in Schools -- 12.1 INTRODUCTION -- 12.2 WHO SHOULD PARTICIPATE IN THE PERFORMANCE MANAGEMENT SYSTEM? -- 12.4 COMPONENTS OF THE STAFF DEVELOPMENT PROCESS -- 12.5 STAFF APPRAISAL PROCESS AND TIMEFRAMES -- 12.6 APPRAISAL STAGES AND DOCUMENTATION -- 12.7 THE LINK TO REMUNERATION -- 12.8 CHALLENGES IN IMPLEMENTING PERFORMANCE MANAGEMENT IN SCHOOLS -- 12.9 CONCLUSION -- 12.10 REFERENCES -- 13 Crucial/Honest Conversations regarding Performance -- 13.1 INTRODUCTION -- 13.2 HOLDING HONEST CONVERSATIONS -- 13.3 TOWARDS A CULTURE OF HEALTHY CONFLICT -- 13.4 FOUR PERSPECTIVES TO CONSIDER IN HONEST CONVERSATIONS -- 13.5 THE PROCESS OF INITIATING AND HOLDING HONEST CONVERSATIONS -- 13.6 CONCLUSION -- 14 Critical Success Factors, and Epilogue -- Index.