performance ratings


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performance ratings

The tiering of organisations—e.g., acute (hospital) trusts, primary care trusts (PCTs) and mental health trusts in the UK—based on their performance against standards set by public bodies (e.g., the Commission for Health Improvement, the independent regulator of NHS performance which passed its functions to the Healthcare Commission in 2009). Central government is responsible for setting priorities, which in turn determine performance indicators (PIs) relating to key targets. Performance ratings (PRs) are designed to illustrate the clinical and managerial effectiveness of health care. PRs for social services are developed from PIs published by the Commission for Social Care Inspection (CSCI), England’s independent inspectorate for social care services, review of plans and in-year performance information from both the CSCI and external auditors for each council.
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Robredo enjoys a six-point improvement in her performance rating from 49 percent last March.
There is a chance that your 'exceptional' or other performance rating has more to do with your performance, rather than your supervisor.
As awareness of resiliency and the impact of building performance in businesses and communities continues to develop, the market value of buildings with good performance ratings will increase.
Researchers have proposed various theories about why OCB positively affect performance ratings (for a review, see Organ et al., 2006).
"In the future, there will be performance ratings to make sure products are meeting standards.
This paper examines the efficacy of the BSC in reducing the influence of subjective, performance irrelevant information on performance ratings.
Survey regarding the Government's Performance on the Issue of dealing with Terrorism Showed that 46% gave Good Performance Rating to the Government in dealing with the issue of Terrorism' 51% gave Poor Rating.
According to the survey, 46% gave Good Performance Rating to the Government in dealing with the issue of Terrorism, 51% gave Poor Rating.
Taking into account the importance levels that the end-users perceived, the weighted performance ratings given by individual respondents for each aspect were calculated using Equation (3).
The first stage involves: (1) computing the mean performance ratings of construction firms ([bar.R]) (i.e., industry average performance ratings) and the mean importance weights of knowledge management practices ([bar.W]) (i.e., the grand mean of importance weights); (2) selecting the confidence level (1-[alpha]); (3) computing the lower [[UB.sub.(1-[alpha])]] and upper [[LB.sub.(1-[alpha])]] bounds of confidence interval [([CI.sub.(1-[alpha])]] of the mean performance ratings of the construction firms ([bar.R]) for the selected confidence level (1-[alpha]).
In the second of a series of Dashboard reviews, GAO was asked to (1) determine OMB's efforts to improve the Dashboard and how it is using data from the Dashboard, and (2) examine the accuracy of the Dashboard's cost and schedule performance ratings. To do so, GAO analyzed documentation on OMB oversight efforts and Dashboard improvement plans, compared the performance of 10 major investments from five agencies with large IT budgets against the ratings on the Dashboard, and interviewed OMB and agency officials.
However, previous research has not examined the effect of organizational performance on performance ratings of in-role and citizenship behaviors.

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