Performance Management Systems: IRS's Systems for Frontline Employees and Managers Align with Strategic Goals But Improvements Can Be Made

摘要

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. 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. The objective of this report is to determine (1) the extent to which group managers and frontline employees critical job responsibilities and other elements of the employee performance management systems are structurally aligned with IRSs strategic goals and organizational unit performance measures, (2) the extent to which group managers commitments align with IRSs strategic goals and are written so that raters can hold managers accountable for meeting their commitments, (3) the extent to which raters provide feedback to enforcement group managers on their performance in meeting critical job responsibilities and commitments, and (4) whether IRS has adequate plans to monitor and assess the implementation of its performance management systems.