Performance assessments via institutionalized performance measures are a key part of the ongoing, global restructuring of corporate, industrial, government, and military ways of doing business. Corporations, recognizing that the “game” is played for keeps, are reorganizing to survive and prosper in the national and international environment. Often, this restructuring is not just adding new technology, although it typically takes advantage of new technology. Instead, this is a work environment change supporting effective work interactions. Led by the training and human resources personnel, employees learn to share goals, to communicate effectively and to help each other solve problems in order to function as an effective team. Results of these efforts are truly inspiring. Organizations such as Kodak, IBM, Ford, and others have turned things around, producing profitable units providing quality products and services, and having fun while doing it (Anfuso 1994). A key part of this turn-a-round is the common understanding of how performance is evaluated, a result achieved via instutionalized performance measures. A performance measure is a definition of how performance is to be assessed. The definition is always based on an individual's subjective preference of the worth of demonstrated performances or proposed activities. When the individual is an authority whose performance assessments significantly impact the performance of other individuals and the organization, then that individual's assessment concept demands attention. A performance measure, acceptable to that authority by virtue of it rating performances the same way the authority does, can systematize the assessment process by communicating what data are to be collected and how those data are to be processed to determine the performance rating. Extracting information from authorities for building performance measures does not require advances in computer technology or mathematics. Instead, it requires creating an environment in which the authority can interact with a facilitator to consider alternative workplace outcomes and can provide ratings of the desirability of each outcome. To demonstrate this interaction as a human factors problem, this paper describes the environments necessary to extract the definitions of good performance from authorities. These definitions are the basis for building the equivalent performance measures.
Applying a General Analytic Method for Assessing Bias Sensitivity to Bias-Adjusted Threat and Equitable Threat Scores
