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Constituent Voice is a performance management and measurement method designed as a continual improvement process developed by Keystone Accountability to enable organisations addressing social issues to improve their results by improving relationships with their constituents. Like customer satisfaction measurement, which it draws from ...
Performance measurement. Performance measurement is the process of collecting, analyzing and/or reporting information regarding the performance of an individual, group, organization, system or component. [dubious – discuss][1] Definitions of performance measurement tend to be predicated upon an assumption about why the performance is being ...
Empowerment evaluation was introduced in 1993 by David Fetterman during his presidential address at the American Evaluation Association’s (AEA) annual meeting. [1]The approach was initially well received by some researchers who commented on the complementary relationship between EE and community psychology, social work, community development and adult education.
Strength-based practice. Strength-based practice is a social work practice theory that emphasizes people's self-determination and strengths. It is a philosophy and a way of viewing clients (originally psychological patients, but in an extended sense also employees, colleagues or other persons) as resourceful and resilient in the face of ...
Personal practice model (social work) A Personal practice model (PPM) is a social work tool for understanding and linking theories to each other and to the practical tasks of social work. Mullen [1] describes the PPM as “the art and science of social work”, or more prosaically, “an explicit conceptual scheme that expresses a worker's view ...
A performance appraisal, also referred to as a performance review, performance evaluation, [1] (career) development discussion, [2] or employee appraisal, sometimes shortened to " PA ", [a] is a periodic and systematic process whereby the job performance of an employee is documented and evaluated. This is done after employees are trained about ...
The performance paradox is a theory set forth by Marshall W. Meyer and Vipin Gupta in 1994, which posits that organizations are able to maintain control by not knowing what exactly performance is. [ 1]: 309 This theory is based on several facts of performance, namely that the number and type of performance measurements that exist are increasing ...
360-degree feedback. 360-degree feedback (also known as multi-rater feedback, multi source feedback, or multi source assessment) is a process through which feedback from an employee's subordinates, peers, colleagues, and supervisor (s), as well as a self-evaluation by the employee themselves is gathered. Such feedback can also include, when ...