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The annual performance evaluation of the national audit office

2019-01-25 来源: 51due教员组 类别: 更多范文

下面为大家整理一篇优秀的assignment代写范文- The annual performance evaluation of the national audit office,供大家参考学习,这篇论文讨论了美国审计署的年度绩效评价。为了评价在满足国会需要和作为一个引导实践的组织实现自身价值最大化方面的绩效,美国审计署采用一套围绕审计结果、客户、员工和内部管理四个维度的定量指标平衡体系进行年度评价。美国审计署从组织整体层面设定目标和报告工作,以促进各战略目标间业绩的一致性。对内,美国审计署通过及时检查内部战略目标的完成情况,以了解之所以完成或者没有完成组织总体目标的原因。

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Focusing on audit results and process efficiency is fundamental to the success of GAO's mission. The GAO evaluates audit results through four indicators, namely, financial return, non-financial return indicators, recommendation acceptance, and ratio of recommended reports.

The GAO sets targets and reports on the overall level of the organization for the adoption of recommendations and recommended reporting ratios to promote performance consistency across strategic objectives. Internally, the GAO examines the achievement of internal strategic objectives in a timely manner to understand the reasons for achieving or failing to achieve the organization's overall objectives. This information is also used to inform teams of their contributions to the overall goals of the organization and to help them identify areas for improvement.

GAO evaluates customer service quality through the two indicators of testimony quantity and timeliness. The GAO collects data on the timeliness of its evaluations of service quality by counting the number of testimonies they provide to congressional hearings and issuing questionnaires to selected clients. The GAO's overall goal for setting the number of testimonies is based on an assessment of data on congressional schedules and hearing trends. The reason for setting the timeliness index is to make the work achieve the consistency of strategic objectives on this index.

By analyzing information from multiple data sources, including internal surveys, the GAO evaluates their work in attracting and retaining high-quality employees, as well as in employee development, support, utilization, and leadership. GAO evaluates employee performance in seven dimensions: completion rate of employee recruitment plan, employee retention rate, employee retention rate, employee development satisfaction, employee utilization satisfaction, direct leadership satisfaction, and organizational environment satisfaction.

In the above seven indicators, GAO calculates employee development satisfaction by issuing annual employee feedback questionnaire. However, the calculation does not include "no evaluation basis/no contact" or "no evaluation" reply, because the calculation results only represent the views of the staff who have evaluation opinions on this issue. Employee satisfaction is mainly measured by the frequency of employees in the financial year: their skills are well used in the work; The GAO presents itself with challenging job opportunities; I have effectively realized my own value on the whole. Direct leadership satisfaction index reflects employees' satisfaction with their direct leadership, which is evaluated through employee feedback survey.

Internal management mainly includes information management, equipment management, human resources management and financial management services. GAO conducts an internal employee satisfaction survey to understand how internal management helps employees complete their work and how it affects their work quality. The survey included Internet services, audio communication systems, wages and benefits, and workplace security and maintenance. GAO evaluates the performance of internal management through two indicators: work help and work quality. The evaluation method of internal management dimension index is to make employees rank the satisfaction degree of 30 internal management services they enjoy, and implement the five-point full scale system, ranging from "very dissatisfied" to "very satisfied" or indicating that they have not enjoyed the service.

Here is a brief analysis of the performance of fiscal year 2012. Except for two indicators in the customer and employee evaluation dimensions, GAO has fulfilled or exceeded the target of all other indicators in fiscal year 2012. The GAO overfulfilled two of its most important performance measures, financial returns and non-financial returns. Completed $55.8 billion in financial earnings, beating the $40 billion target of $15.8 billion. That's the equivalent of $105 for every dollar congress puts in. Non-financial income 1440 times, exceeding the target 240 times 1200 times. Achieved 80% of the recommended targets and exceeded the recommended reporting targets by 7%. The target of 180 testimonies was missed because there were fewer than expected hearings in some key areas. Overachieving on timeliness of reports and testimonies to clients. Completed or exceeded the annual target of 6 out of 7 indicators in the employee dimension.

The GAO evaluates the impact of internal management services on employees' "work help" and "work quality" through its annual internal employee feedback survey. Since the feedback survey was conducted after the GAO released the performance report, there was a delay in the evaluation. According to the 2011 survey, the GAO's service score for "work assistance" is 3.98, and its impact on "work quality" is 3.99.

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