Performance Management Systems: IRS's Systems for Frontline Employees and Managers Align with Strategic Goals but Improvements Can Be Made
Abstract
Performance management systems can be powerful tools in helping an agency achieve its mission and ensuring employees at every level of the organization are working toward common ends. Performance management systems should help employees understand their responsibilities and how their day-to-day work contributes toward meeting their agency's strategic goals as well as providing a mechanism for giving employees candid, specific feedback on how well they are meeting their rater's expectations. For agencies like the Internal Revenue Service (IRS) that are undergoing a cultural change, performance management systems help reinforce behaviors and actions that support the agency's obsession. In February 2000, IRS implemented a new performance management system for its executives and managers and in October 2001 implemented a new performance% management system for frontline employees. These systems were built upon IRS's three strategic organizational goals-"top- quality service to each taxpayer in every interaction," "top-quality service to all taxpayers through the fair and uniformly application of the law," and "productivity through a quality work environment" and the corresponding balanced performance satisfaction, business results (quality and quantity), and employee satisfaction that are applied to all organizational units, from IRS-wide down to the group level.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jul 01, 2002
- Accession Number
- ADA405627
Entities
Organizations
- United States Government Accountability Office