Organisational Assessment of Performance Management

Abstract

The author heads his own auditing public practice (for the purposes of this Paper hereinafter referred to as 'Practice JS') employing five staff, three engaged on technical matters and two on semi or non-technical matters. Although the Office makes use of a myriad of informal performance controls, yet there are no formal performance management tools in place. A selection of such tools based on the current informal ones is planned for commissioning towards the end of the current calendar year (2012). The project involves both technical and non-technical performance management devises aimed at strengthening both the professional as well as the administrative operations of the practice. This Paper is an assessment of the designed tools.