Performance management for public personnel: multi-analysis approach toward personnel.

Introduction

The most important characteristic of public personnel is to provide public service. A government agency is considered to be effective if the target mass is satisfied with the services. However, according to the modern understanding of government, agencies--the budgets of which are formed by the taxes paid by citizens--should seek to be efficient as well. (1) Therefore, the performance of public personnel should be considered in public administration.

Reform works on the implementation of performance management in Turkish Public Personnel Management were initiated in Turkey five years ago in line with the recommendations mentioned in the 1997 annual report of the Organisation for Economic Co-Operation and Development. (2) The aim was to prevent favoritism, corruption and bribery, and to give added importance to equality, impartiality, merit, career and efficiency. The first field the reform covers is related to the newcomers. There is an entrance exam required for public personnel. The exam is conducted once a year by an autonomous and specialized center. The second field of reform covers the existing public personnel. The "Regulation on Advancement" No. 12647 enacted in 1999 envisages that public personnel should receive 75 hours of training and succeed in the exam (attain a score of at least 70%) in order to be promoted. Finally, with the Council of Ministers Resolution of 2000 (2000/1658), 3,576 government agencies (including 110 central, 101 autonomous, 3,328 local governments and 37 State Economic Enterprises or "SEEs") are required to reorganize according to performance management and to establish the most appropriate standard posts. This paper explains the process of restructuring according to performance and of establishing standard posts both in scientific ways and in ways observed by the author at some government agencies regarding how analysis required by the resolution are being carried out.

Performance Management

Performance management can provide the link between "what's" (objectives, targets and performance standards) and "how's" (behaviors, competencies and processes) of personnel performance. (3) Figure 1 shows how, in a performance management system, departmental-level objectives will be derived from business strategy and objectives, which will then be translated into team and individual objectives. (4) Often, companies use the acronym SMART to help set effective objectives: (5)

S Specific or Stretching

M Measurable

A Agreed or Achievable

R Realistic

T Time-bound

[FIGURE 1 OMITTED]

Performance management can be defined as "a strategic and integrated approach of increasing the effectiveness of organizations by improving the performance of the people who work in them and by developing the capabilities of teams and individual contributors," and also can be seen as "a continuous process involving reviews that focus on the future rather than the past ..." (6) Performance management is not simply the appraisal of individual performance: it is an integrated and continuous process that develops, communicates and enables the future direction, core competencies and values of the organization, and helps to create a horizon of understanding. It identifies who or what delivers the critical performance with respect to business strategy and objectives (7) and ensures that performance is successfully carried out. Hence, performance management is a holistic process that ensures that the following are developed and effectively carried out: (s)

1. Setting of corporate, department, team and individual objectives

2. Performance appraisal system

3. Reward strategies and schemes

4. Training and development strategies and plans

5. Feedback, communication and coaching

6. Individual career planning

7. Mechanisms for monitoring the effectiveness of performance management system and interventions.

Figure 2 outlines the steps of systematic and integrated performance management. It is argued that for performance management to be effective these activities should be carried out throughout the year as a normal part of the interaction between personnel and manager, and not simply through the annual performance appraisal. (9)

[FIGURE 2 OMITTED]

Although the detractors of performance management do have valid evidence as to the flaws of the system, other researchers claim that the positive aspects of performance management significantly outweigh negative aspects. (10) On the other hand, an analysis of the positive aspects as proposed by performance management system promoters is necessary. (11) The following is a list of asserted benefits of an effectively implemented and monitored performance management system: (12)

* Improved personnel work performance (13)

* Personnel with potential for advancement are identified (14)

* Planning for future HR needs is augmented (15)

* Business objectives are realized (16)

* Improved morale (17)

* Improved customer satisfaction (18)

* A clear linkage between pay and performance is achieved (19)

* A competitive advantage is obtained (20)

* Improved quality of supervision (21)

Performance measurement has been touted as an improvement for government for decades. Agencies have not, however, always built the capacity for measurement that can highlight both progress and the need for critical investments to a range of stakeholders--citizens, businessmen, legislators, interest groups, etc. (22) Furthermore, the question of the applicability of performance management in the public sector prevails. However, rather than seeking an answer to this question, one should prefer to develop rational performance-enhancing strategies in public administration (23) because those strategies are substantially grounded in well-developed literature on performance measurement. Furthermore, the most innovative and productive agencies, as evidenced by the cases described later, do not simply execute one good program. Rather, they integrate advanced management techniques into a comprehensive approach to productivity improvement. Productive government agencies stress multiple measures: internal capacities, outputs produced and outcomes achieved. They use performance measurement and evaluation to help establish goals and measure results, estimate and justify resource requirements, reallocate resources, develop organization improvement strategies and motivate personnel to improve performance. (24)

Cost utility analyses may be conducted in public services for public interest or effectiveness may be measured directly. These, however, are radical political preferences. Taking on a performance management-based approach, performance measurement helps to objectively answer questions such as the following: (25)

1. Is an agency doing its job?

2. Is it creating unintended side effects or producing unanticipated impacts?

3. Is it responsive to the public?

4. Is it fair to all or does it favor certain groups, either inadvertently or deliberately?

5. Does it keep within its proper bounds of authorized activity?

6. Overall, is it productive?

In the process of providing answers to those questions, productive governments stress multiple measures: internal capacities, outputs produced and outcomes achieved. They use performance measurement and to help establish goals and measure results, to estimate and justify resource requirements, reallocate resources, to develop organization improvement strategies and to motivate personnel to improve performance. (26)

Public managers and policymakers now have performance measurement tools to help carry out their responsibilities to deliver and improve services. These tools encompass at least eight different strategies: (27)

1. Establish goals and measure results

2. Estimate and justify resource requirements

3. Reallocate resources

4. Develop organization improvement strategies

5. Motivate personnel to improve performance

6. Control operations

7. Predict periods of work overload or underload

8. Develop more sophisticated capacities for measurement

The first are particularly important to building confidence in government's operations among its private and public sector stakeholders.

The performance of all resources of an organization should be enhanced in performance management. However, the most important organizational resource among those is human resources. Therefore, performance management in terms of human resources can be defined (in the most coherent and stretching manner) as follows: (28)

"Performance management is the process of establishing a common understanding in the organization of the organizational goals to be achieved and of the performance to be put forth by the personnel in this context; and guiding personnel so as to enhance the degree of contribution they shall make by working for the common efforts paid to achieve such goals; and the evaluation, remuneration, appraisal and development of personnel."

To successfully complete this process the planning of the human resources of the organization should be based on performance. Secondly, performance should be monitored according to a plan. Thirdly, the planned and monitored performance should be measured, or in other terms, evaluated. Within this explanation, organizations can take a broad view of how the performance management process encompasses the way people are managed and elements are included in it. The process could embrace: (29)

* Strategy and objectives

* Job definition

* Objective setting

* Coaching and counseling

* Performance review

* Skills training

* Performance related pay

* Training and development

We see the performance management process (see Figure 3) as an integrated cycle of performance planning (definition of job responsibilities, setting performance expectations, goal or objective setting at the beginning of the period); performance coaching (monitoring, feedback coaching, development), and performance review (formal performance appraisal at the end of the period) conducted between managers and personnel to track and improve individual and corporate performance and to provide information for one or more personnel functions. As an integrated process it ensures that personnel: (30)

* Are aware of what is expected of them and how their contribution fits into the "big picture"

* Have been involved in establishing the objectives they are required to achieve

* Receive appropriate support and coaching throughout the period

* Understanding how their performance is to be measured and can track how well they are doing

* Are given challenges that they feel are important but attainable

* Are given appropriate recognition and reward for their achievements

[FIGURE 3 OMITTED]

Performance Management Process: Multi-Analysis Approach

This process starts with the analysis of the organization. Then come job analysis and job measurement. Job design is done in light of the data obtained from such analyses. Following job design, workforce and position analysis are conducted in order to reach the most appropriate standard posts, the quality and quantity of which were previously set by the agencies (See Figure 4).

[FIGURE 4 OMITTED]

Organizational Analysis

The first stage in a range of activities undertaken to enhance public personnel performance is organizational analysis. Organizational analysis in short identifies needs-such as taking out the duties, which are irrelevant to goals of the agency units, abolishing, merging, changing or re-establishing some units--based on the existing and updated goals and duties of an organization.

An examination into the organization should be done taking into consideration all angles in order to define the fundamental characteristics of the personnel in charge of realizing the common goal(s) and to establish the main structure required for working effectively.

Identifying the Existing Organizational Structure

Organizational analysis should start with identifying or taking a picture of the existing organizational structure. For this purpose the main resources, which make up the foundation of the organization, should be analyzed. These resources are relevant laws, goals and policies that require the establishment of the organization. Subjects and areas important in terms of the service rendered by the organization should be analyzed. Past experience and traditions should be taken into consideration. The analysis should include certain restrictions or drawbacks which have arisen throughout the history of the organization. Finally other institutions that the organization works with should be contacted and information related to the service rendered by the organization and the personnel of the organization should be obtained.

The existing organizational scheme of the government agency should be drawn within the light of such data obtained through organizational analysis. The main service units, administrative units and consultative supervisory units in charge of realizing the duties within the scope of the goals of the agency should be identified. Units which are entirely nonfunctional should be identified and a recommendation should be made as to their abolishment. Units with decreasing functionality should be identified. A recommendation as to merge these with similar units should be made. Another recommendation should be made to establish new units if there are emerging duties. An organizational report should be drafted at this stage in order to take a picture of the existing situation in the government agency and to evaluate the structural problems.

Restructuring

A decision should be made as to the organizational principles and model of the organization following the identification of the existing structure and functioning of the organization and the evaluation of the structural problems. Organizational principles in public administration should be established according to the main characteristics of public service such as continuity, effectiveness, systematism, equality and public interest. Performance in public administration means the effective, efficient and correct use of resources in order to achieve the goals of the agency. Organization as an instrument of achieving the goals should be carried out in line with the following principles of organization: (31)

* Principle of unity of purpose

* Principle of division of work and specialization

* Principle of scope of control

* Principle of hierarchal structure

* Principle of unity of command

* Principle of responsibility

* Principle of equal authority and responsibility

* Principle of transfer of power

* Principle of managing according to exceptions

* Principle of balance

* Principle of simplicity and comprehensibility

* Principle of flexibility and reorganization

There are various organizational models in public administration. These models involve approaches such as centralized management, decentralized management and hierarchal management and should be relevant to the goals of the organization. Therefore, government agencies should adopt organizational models according to their goals of establishment: (32)

Societal goals: Relating to society in general, e.g., to produce goods and services, to maintain order, to generate and maintain cultural values. This category deals with large classes of organizations that fulfill societal needs.

Output goals: Relating to the public in contact with the organization, e.g., through consumer goods, business services, health care and education. This category deals with types of output defined in terms of consumer functions.

System goals: Relating to the state or manner of functioning of the organization independently of the goods or services it produces or of its derived goals, e.g., the emphasis on growth, stability, profits, or modes of functioning, such as being tightly or loosely controlled or structured. Organizations have options in these areas; the way the system functions and what it generates irrespective of products can become goals for the members.

Product goals (or product characteristic goals): Relating to the characteristics of the goods or services produced. Examples: an emphasis on quality or quantity, variety, styling, availability, uniqueness, or innovativeness of the products. Organizations vary widely and deliberately in this respect.

Derived goals: Relating to the uses to which the organization employs its influence in pursuit of other goals. Examples: Political aims, community services, personnel development, investment and plant location policies that affect the state of the economy and the future of affected communities. Organizations generate considerable power, which they can use in consistent ways to influence their members and their environments. This power is used independently of product goals or system goals.

All the aforementioned organizational goals should be taken into account in order to choose the most appropriate model(s) such as to the number, position and characteristics of the mass target the government agency is obliged to serve, the works conducted (whether goods or services are produced), the technological features used during production and the geographical and climatic conditions encountered during the provision of the service in order to choose the most appropriate model(s). The model to be selected should be in accordance with the performance of the organization and personnel, and should provide a modern basis for accountability towards the target mass.

At the final stage of organizational analysis the recommended and new organizational scheme should be adapted. The structural situation of the agency under analysis and the new, envisaged structure should be reviewed. This effort is formalized when "organizational schemes" are drawn. Organizational schemes are prepared for different purposes such as understanding the structure, functioning, duties of the organization and the number of posts in the organization. Organizational scheme is required after an organizational analysis is made during the studies on standard posts. Only after the existing situation of the organization has been seen on paper should the final shape of the envisaged organizational structure, which is in line with the organizational goals of the agency, appear and be laid on the table for discussion and evaluation by the managers of the organization.

Job Analysis

The term "job analysis" describes the process of obtaining information about a job. (33) This information is useful for a number of business purposes. (34) Regardless of how it is collected, it usually includes information about the tasks to be done on the job, as well as personnel characteristics (education, experience, specialized training) necessary to accomplish tasks. (35) Sound HR management practice dictates that thorough job analyses always be done, for they provide a deeper understanding of the behavioral requirements of jobs. (36) An overall written summary of task requirements is called a job description, and an overall written summary of worker requirements is called a job specification. (37) (See Figure 5.)

[FIGURE 5 OMITTED]

Job Description

For many years, managers have relied on job descriptions and performance appraisals as basic tools in managing performance. (38) But job descriptions are commonly out of date and are not really descriptive of the actual duties on the jobs. (39) Appraisals are often too general and not specifically related to the work being done. (40) Two elements stand out in this description: task requirements and people requirements. (41) In many cases, the characteristics of jobs are "givens" to personnel. They include, for example, the equipment used, the arrangement of the work space, the division of labor, and the procedures, methods and standards of performance of the job. From these data, he job analyst produces a job description or written statement of what a worker actually does, how he or she does it, and why. This information can then be used to determine the competencies (knowledge, skills, capabilities, and other characteristics) required to perform the job. Elements of a job description may include: job title, job activities and procedures, working conditions and physical environment, social environment, and conditions of employment. (42)

Job Specification

Job specifications are the competencies--the personal characteristics deemed necessary to perform a job. Job specifications depend on the level of performance deemed acceptable and the degree to which some abilities can be substituted for others. (43) The specification is actually derived from the description by translating the job activities and requirements into particular skills and abilities, but to a certain extent the level of ability demanded is dependent upon management policy and standards. (44)

Work Measurement

Work measurement is the combination of two studies used to identify factors influential in the performance of human resources in an organization by analyzing the work of human resources. (45) These are the two studies of motion and time. Time study is generally called "work measurement." Work study involves the systematic analysis of the existing operations, processes and working methods. (46)

Motion Study

The concept of "motion study" introduced by Frank Gilbreth is referred to as "workflow analysis," or "work sampling," in some resources. Motion study is the scientific monitoring and recording of the workflow to increase performance and making an analysis to adopt the most suitable standard for workflow. (47) Motion study, which aims to find problems that adversely affect work in organizational terms, is conducted in the following seven stages: (48)

1. Choosing the work on which work study is to be done

2. Recording the workflow

3. Analyzing the workflow

4. Developing a new, high performance workflow

5. Defining the new workflow

6. Establishing a standard for the workflow defined

7. Monitoring the application of the standard

Time Study

Time study, in other words "work measurement," is a technique used to analyze how certain work is done under certain conditions in order to define a standard time for that work based on the most appropriate performance of that work. (49) The purpose is to measure the time required to complete certain work to reveal time losses, and to inform the management about the measurements. (50) The time mentioned is the standard time for the measured work. However, there are three assumptions involved in the identification of standard time: 1) that the personnel observed is qualified for that work, 2) that the personnel will carry out the work measured in an above-average manner or at least be averagely successful in doing it, and 3) that the physical conditions such as heating, illumination and ventilation in the work environment and the equipment used are ergonomic. For work measurement the following are needed in order to be realized: (51)

1. Choosing the work to be measured

2. Recording the working conditions

3. Measuring each element of the work in terms of time

4. Identifying a standard time, leaving a margin for flexibility for rest, personal needs and other cases

5. Defining the work, the standard time for which has been identified

Job Design

The design of jobs--their content and structure--affects both productivity and personnel motivation and morale. (52) One important component of the modern effort to improve productivity and the quality of work life has been to emphasize job designs that contain some or all of the following features: (53)

* Autonomy, individual and group decision making for planning and carrying out the work activities

* Opportunities for social interaction

* Whole units of work so the personnel can experience a sense of accomplishment

* Utilization of a variety of skills and abilities

* Feedback on results achieved permitting self-evaluation of performance

Mechanistic or bureaucratic organizational climates are more conducive to simple, standardized jobs having limited decision making. On the other hand, organic organization climates are supportive of enriched jobs and self managed work teams. (54)

In order to reach these results in job design, the written request, opinions and recommendations--internal or external to the agency--should be taken into consideration in order to abolish, transfer or change jobs or processes that do not contribute to the work. Secondly, the questions of what, where, when, how, why and who should be asked for each and every process carried out in the agency, and jobs should be designed according to the answers given. Thus, jobs carried out would be questioned in terms of purpose, place, order, method and people and can be reduced, increased, abolished, renewed, simplified, developed or enriched. The style and order of questions are shown in Figure 6. (55)

[FIGURE 6 OMITTED]

Job Enrichment

Job enrichment means adding certain planning and controlling tasks to the doing. (56) As noted earlier, this is often called vertical job loading or vertical job enlargement. For example, a machine operator performing according to conventional engineering principles would load his machine, operate the controls and remove the part from the machine. If his job were enriched, the operator would read the drawing of the part to be machined, obtain materials and hand tools, set up the machine the parts and inspect his own work. (57) Favorable results with job enrichment in terms of such measures as quality, quantity, attendance, costs and morale have been found in such diverse applications as for that of chemists and production workers in a chemicals company, janitors in an electronics firm, stockholder correspondents in a telephone company, and tax examiners in the Internal Revenue Service. (58)

Job Enlargement

Job enlargement is a generic term that broadly means adding more and different tasks to a specialized job. (59) It may widen the number of tasks the workers must do, that is, add variety. When additional simple tasks are added to a job that was initially simple in nature, this process is called horizontal job loading or horizontal job enlargement. This too presumably adds interest to the work and reduces monotony and boredom. Vertical job loading or enlargement is the same as job enrichment, as previously discussed. (60)

Job Rotation

Having personnel on a routine, repetitive job move from one routine job to another every few hours or days is a form of job rotation that has been found in some instances to relieve boredom and monotony. (61)

Larger Units of Accomplishment

To the inspector who visually examines objects as they come endlessly off the production line, his job can indeed be monotonous. However, by segregating the production units into batches or runs, he can achieve a greater sense of accomplishment when each batch is complete. Many people have undertaken tasks that seemed endless. However, by establishing sub-goals on the road to completion, a sense of making real progress can be gained as an individual completes his or her work.

Workforce Analysis

Workforce analysis is required along with organizational analysis, job analysis and job design in order to determine the most appropriate number of personnel in a government agency. This analysis shows the rate of personnel absent or leaving their jobs. The simplest way of calculating wastage is through a turnover analysis. This can be calculated using the following simple formula: (62)

Number leaving in one year/Average number of personnel x 100% = x%

Therefore the most appropriate number of "standard" posts to be determined should first deal with the actual number of personnel to physically carry out the job; next, the number of reserve personnel in case of absence due to sickness, accidents, leaves or similar personal reasons; and finally the number of additional personnel for contingencies such as death or resignation. (63)

Position Analysis

Position analysis in performance management is the last analysis to be conducted in order to determine the most appropriate public personnel for the agency. Position analysis is used to identify managerial posts, career posts and administrative service posts for the tasks within the scope of foundation goals.

Standard Position for Managerial Posts

Managerial posts should be opened when new units are established after the conclusion of the aforementioned organizational analysis. These posts are for the following three groups of units generally found in government agencies:

1. Main units: career units that serve foundation goals

2. Administrative units: administrative units supporting main units

3. Consultative supervisory units: Public relations, research development, law and control units

Standard Position for Career Posts

A need arises for career posts if the prominent factor is quality in job requirements prepared according to job definitions made to carry out a job or a duty. If the organization which conducted the analysis is a technological company or an investor, the number of career posts will and should be high. This requires the company to organize according to the horizontal and wide base model instead of the vertical model of the hierarchal organizations. Therefore, the number of subordinates within the scope of managerial supervision may increase since these shall mainly be career posts. Thus the manager shall act as a coordinator, who distributes duties to the subordinates according to their expertise in line with the purposes of the unit, guiding the subordinates instead of supervising them since the subordinates in this post shall be experts in their field. Career posts should be classified into two subgroups as career posts working in main units specific to the agency, and expert posts (training, budget, external affairs, planning, EU experts, physicians, lawyers, etc.) working in other units.

Standard Position for Administrative Staff Posts

Finally auxiliary staff posts should be opened in the agency for works or duties which require no qualification or expertise to render a general service. Secretary, data compiler, driver, document/archive officer, janitor, watchman are some positions in auxiliary services which require no qualification. Job descriptions, job requirements are easily prepared due to the simplicity of such works. The number of such posts should be calculated according to the numerical measurement of the relevant works. Two methods are used to identify such standard posts.

First Method

The steps of the first method to determine the number of standard posts are as follows:

1. Each work to be carried out in the agency is measured, and the total work load (hours/year) is calculated in the units this work is carried out.

2. This figure then is divided by the yearly average work performance (hours/year). The yearly average work performance for public personnel in Turkey is 1,696 hours.

3. The figure at hand is the number of standard posts in the unit where work measurement has been conducted. The managerial post (1) is added to this figure.

Let us assume that the yearly workload in the unit where work measurement has been conducted is 8,480 hours. This is divided by 1,696 to attain the number of standard posts (5). The managerial post (1) is added to this figure.

Second Method

The steps of the second method to determine the number of standard posts are as follows:

1. The mean time in hours and the amount of each work is determined in the unit which is subject to work measurement in the agency. Therefore an average standard performance is attained for duties of each post.

2. Then the figures related to the three-year average of the agency are calculated in terms of annual work/hours.

3. The workload amounts and units for each work under each post are divided by average performance calculated for each staff in order to reach the work load in terms of time required (hours) for that post.

For example, if the amount of work/number of processes that personnel can carry out at the selected unit is five in an hour according to work measurements done at the government agency, the average standard performance of the relevant post is five works/hour. Let us assume that the three-year work average in a government agency is 42,400. This figure is divided by five, which yields 8,480 hours/year; and this should then be divided by the annual average work performance in Turkey (1,696 hours/year). Thus the standard post is 8,480 / 1,696 = 5. This is the most appropriate number of personnel determined according to the performance of the unit where work measurement has been conducted. The managerial post (1) is added to this figure.

Conclusion

Performance management in public personnel management is to render the work of an organization measurable, and to identify and run the posts most appropriate for such work. For this purpose the governmental organization and the work produced should be analyzed. Later the organization and work should be rendered efficient and effective in line with the organizational goals. The most appropriate standard posts are identified afterward. Work should be measured as much as possible in order to identify standard posts. It will then become possible to recruit the most appropriate number, quality and variety of public personnel according to performance management. Performance evaluation of the existing public personnel shall be realistic through the establishment of standard posts. As the influence of the understanding of performance management increases in public administration, favoritism can be prevented, government agencies shall reach the optimal organizational size and the number and quality of services shall increase. The most important problems encountered in the work conducted in this field are as follows:

1. Measurement of works in the public service is difficult.

2. Public personnel resist change.

3. Public personnel do not want to lose their jobs or refrain from low performance.

4. Public administrators do not want their units to be abolished or merged due to inefficiency.

5. It is difficult to gather the necessary information and documents for analysis.

6. Managers have personal requirements.

7. Traditional rules of the agency make analyzing difficult.

8. It is difficult to calculate the number of standard posts in line with the financial status of the country with posts identified according to international or scientific standards.

9. Public personnel trade unions react negatively.

10. The management should be determined to adopt the new situation.

11. Personnel should be given training to adopt the new situation.

Kamil Ufuk Bilgin

Turkiye ve Orta Dogu Amine Idaresi Entitusu (TODAIE)

1. Nolu cadde No. 8

06100 Yucetepe

Ankara, Turkey

+90 (312) 232-5102

kbilgin@todaie.gov.tr

Notes

(1) Bilgin, K.U. (1997). Kamu Personel Yonetimi (Public Personnel Management). Ankara: Imaj Publishing-house, 3.

(2) OECD (1998). Annual Report on Competition on Policy Developments in Turkey, 1997, 22 May, Paris.

(3) Beardwell, I. & Holden, L. (2001). Human Resource Management: A Contemporary Approach. Harlow, England: Pearson Education, p. 540.

(4) Ibid.

(5) Ibid, p.541.

(6) Armstrong, M. & Baron, A. (1998). Out of the tick box. People Management, 4, 15, 38-39.

(7) Hendry, C., Bradley, P. & Perkins, S. (1997). Missed a motivator? People Management, 3(10): 20-25.

(8) Beardwell, op. cit., p. 538.

(9) Ibid, p. 539.

(10) Glendinning, Peter M. (Summer 2002). Performance Management : Pariah or Messiah, Public Personnel Management, 31, 2, p. 162.

(11) Ibid, p. 163.

(12) Ibid, p. 164.

(13) Allan, P. (1994). Designing and Implementing an Effective Performance Appraisal System, Review of Business, 16, 2, 3-9, in Glendinning, op. cit.

(14) Ibid.

(15) Longenecker, C. & Fink, L. (1999). Creating Effective Performance Appraisals, Industrial Management, 41, 5, 18-25, in Glendinning, op. cit.

(16) Anonymous (1996). Yes--you need Performance Management, Management, 43, 1, p. 29, in Glendinning, op. cit.

(17) Ibid.

(18) Anonymous (1997), in Glendinning, op. cit.

(19) Anonymous (1998). The Benefits of Performance Management, Worklife Report, 11, 2, 10-13, in Glendinning, op. cit.

(20) Randall, I. and Hayes, C. (1995). Performance Appraisal Anxiety. Black Enterprise, 25, 6, p. 60, in Glendinning, op. cit.

(21) Markowich, M. (1996). We can make performance appraisal work. Compensation & Benefits Review, 26, 3, 25-29, in Glendinning, op. cit.

(22) Nyhan, Ronald C. & Marlowe, Herbert A., Jr. (1995). Performance Measurement in the Public Sector: Challenges and Opportunities, Public Productivity & Management Review, 18, 4, p. 333.

(23) Hatry, Harry P. & Wholey, Joseph S. (1992). The Case for Performance Monitoring, Public Administration Review, 52, 6, p. 604.

(24) Holzer, Marc & Yang, Kaifeng (2004). Performance Measurement and Improvement: An Assessment of the State of the Art, International Review of Administrative Sciences, 70 (1), p. 16.

(25) Ibid. p.17.

(26) Ibid.

(27) Fisk, Donald M. & Hatry, Harry P. (1992). Measuring Productivity in the Public Sector, p. 139, in Marc Holzer (Ed.) Public Productivity Handbook, New York: Marcel Dekker.

(28) Canman, D. (2000). Insan Kaynaklar Yonetimi (Human Resources Management). Ankara, Turkey: Yarg Publishing Hause, p. 135.

(29) Hartle, Frank (1994). Performance Management--What Is It Going? p. 96 in Mitrani, A., Dalziel, M. & Fitt, D. (Eds.), Competency Based Human Resource Management, Value-Driven Strategies for Recruitment, Development and Reward. London: Kogan Page.

(30) Ibid. p.96-97.

(31) Bilgin, K.U. & Ayturk, N. (2003), Turkiye'de Kamu Kurulufllarinda Norm Kadro (Norm Kadro in Turkish Public Institutions), pp. 163-164 in Turk dare Dergisi (The Journal of Turkish Administration). Ankara, Turkey: Cisleri Bakanligi (The Ministry of Internal Affairs), 438.

(32) Perrow, Charles B. (1970). Organizational Analysis: A Sociological View. Belmont, California: Brooks/Cole, 135-136, in Knight, K.E. & McDaniel, R.R. Jr. (1979). Organizations: An Information Systems Perspective, Belmont, California: Wadsworth Publishing Company, p. 9.

(33) Palmer, M. & Winters, K.T. (1993). Insan Kaynaklari (Fundamentals of Human Resources). Istanbul, Turkey: Rota Publishing, p. 43.

(34) Yuksel, Oznur (2000). Insan Kaynaklari Yonetimi (Human Resources Management), Gazi bookhause, Ankara, Turkey, p. 82.

(35) Sabuncuoglu, Z. (2000), Turkey: Ezgi Bookhause, 57-58.

(36) Landy, F. J., Shankster-Cawley, L., & Moran, S.K. (1995). Advancing Personel Selection and Placement Methods, pp. 252-289 in Howard, A. (Ed.), The Changing Nature of Work, San Francisco: Jossey-Bass, as cited in Cascio, W.E (2003), Managing Human Resources Productivity, Quality of Work Life, Profits. New York: McGraw-Hill/Irwin, p. 160.

(37) Cascio, W.F. (2003), Managing Human Resources Productivity, Quality of Work Life, Profits. New York: McGraw-Hill/Irwin, p. 160.

(38) Walker, J.W. (1980). Human Resource Planning. New York: McGraw-Hill, p. 15.

(39) Ibid.

(40) Ibid.

(41) Cascio, Wayne F. (1998). Applied Psychology in Human Resource Management. London: Prentice Hall, p. 133.

(42) Ibid, p.134.

(43) Cascio, op. cit., p. 137.

(44) Beach, D.S. (1980). Personnel--The Management of People at Work. New York: Macmillan Publishing, p. 166

(45) Kanawaty, G. (1997). Ifl Etudu (Introduction to Work Study), p. 31, in Zuhal Akal (Ed.), Trans. Ankara, Turkey: MPM Publishing.

(46) Prokopenko, J. (1995). Verimlilik Yonetimi (Productivity Management: A Practical Handbook), p. 149, in Baykal, O., Atalay, N. & Fidan, E (Eds.), Trans. Ankara, Turkey: MPM Publishing.

(47) Kanawaty, op. cit., p. 83.

(48) Ibid, p. 84.

(49) British Standards Institution, (1979). Glossary of Terms Used in Work Study and Organization and Methods (O and M), BS 3138, p. 13, in Timur, H. (1984). Is Olcumu, Is Planlamasi, Verimlilik (Work Measurement, Work Planning, Productivity), published by TODAIE (Public Administration Institute for Turkey and the Middle East), Ankara, Turkey, p. 25.

(50) Timur, H. (1984). Is Olcumu, Is Planlamasi, Verimlilik (Work Measurement, Work Planning, Productivity), published by TODAIE (Public Administration Institute for Turkey and the Middle East), Ankara, Turkey, p. 25.

(51) Kanawaty, op. cit., p. 84.

(52) Beach, op. cit., p. 161.

(53) Ibid, p. 164.

(54) Ibid.

(55) Kanawaty, op. cit., p. 106.

(56) Ibid, p.162.

(57) Ibid, p. 163.

(58) Ibid.

(59) Beach, op. cit., p. 163.

(60) Ibid.

(61) Ibid.

(62) Beardwell, op. cit., p. 135.

(63) Kaynak, Tugray (1996). Insan Kaynaklari Planlamasi (Human Resources Planning). Istanbul, Turkey: Alfa Publishing, 26-35.

Kamil Ufuk Bilgin is a professor of public personnel management at the Public Administration Institute for Turkey and Middle East, specializing in performance management for public personnel. In the past, Bilgin has been a member of the faculty of administrative sciences at a university's division of public administration. His major areas of research interest include adaptation of Turkish PA into European community administration, employment of disabled people and public personnel management. He is currently engaged in research that focuses on the effects of affirmative action on diversity in the concept of the performance management for Turkish public administrations. Bilgin has done research on public sector experience, including organizational analysis, productivity of public personnel and the rights and obligations of Turkish public personnel. He has published two books and more than 50 articles in public administration scientific journals, including the Journal of Public Administration of the Institute, as well as university journals. Bilgin has also given more than 30 seminars for public agencies, and has delivered seven papers to national symposiums and four papers to international congresses.