000			01621pab a2200181 454500
008			180718b2003 xxu||||| |||| 00| 0 eng d
100			_aSaltmarshe, Douglass
245			_aThe performance framework: a systems approach to understanding performance management
260			_c2003
300			_ap.445-56.
362			_aDec
520			_aThe article presents a framework for better understanding the nature of performance in organisations involved in the provision of overseas development assistance (ODA). It uses a case study to illustrate the three main features of the framework which are: goals, performance assessment and performance management. It is asserted that a vibrant performance culture is one which links these features together to form an organisation capable of continual improvement through producing effective learning. Organisational culture determines the nature of linkages between the three sub-systems. The article stresses how the notion of performance may extend beyond various forms of evaluation and scrutiny to being part of a sentient learning system rooted in an organisation's culture and structure. The article concludes with consideration of key issues associated with the generation of reflexive learning organisation operating in the ODA sector. These are concerned with understanding the role and nature of systems, organisational vision, the embracing of diversity, training and accountability. - Reproduced.
650			_aPerformance appraisal
700			_aMcGregor, J. Allister
700			_aIreland, Mark
773			_aPublic Administration and Development
909			_a59088
999			_c59088 _d59088