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Measuring Performance in the Begin Match to source 12 in source list: Siskin, Alison Bruno, Andorra Nunez-Neto. Department of Homeland Security,End Match US Begin Match to source 12 in source list: Siskin, Alison Bruno, Andorra Nunez-Neto. Citizenship Immigration ServicesEnd MatchBegin Match to source 9 in source list: http://www.mightystudents.com/catalog/?tag=Conclusion+IntroductionName: University: Course: Tutor: Date: Table of Contents 1. IntroductionEnd Match………………………………………………………………… 00 Begin Match to source 9 in source list: http://www.mightystudents.com/catalog/?tag=Conclusion+Introduction2.End Match Background Information on the Department of Homeland Security ………. 00 3. Background Information on the US Citizenship Immigration Services …… 00 4. Background on Performance Management Analysis …………………..…. 00 5. Performance Management Analysis of USCIS …………………………… 00 5.1 Performance Management Analysis for USCIS Section #1 …………… 00 5.2 Performance Management Analysis for USCIS Section #2 …………... 00 5.3 Performance Management Analysis for USCIS Section #3 …………… 00 5.4 Performance Management Analysis for USCIS Section #4 ……………. 00 5.5 Performance Management Analysis for USCIS Section #5 ……………. 00 6. Feasibility Analysis of USCIS ………………………………………..……. 00 7. Discussion …………………………………………………………………. 00 8. Conclusion and Recommendations ………………………………………… 00 Bibliography ……………………………………………………………….. 00 List of Tables Table 1 – Performance Management Table for USCIS Section #1 Table 2 – Performance Management Table for USCIS Section #2 Table 3 – Performance Management Table for USCIS Section #3 Table 4 – Performance Management Table for USCIS Section #4 Table 5 – Performance Management Table for USCIS Section #5 Table 6 – Overall Performance Management USCIS Sections #1, 2, 3, 4, 5 Table 7 – Feasibility Analysis Questionnaire Table 8 – Combined Average Scores for all USCIS Sections Table 9 – Comparison of Feasibility and Performance Management Analysis List of Figures Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)Figure 1 – Performance Management Radar DiagramEnd Match for USCIS Section #1 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)Figure 2 -- Performance Management Radar DiagramEnd Match for USCIS Section #2 Figure 3 – Performance Management Radar Diagram for USCIS Section #3 Figure 4 – Performance Management Radar Diagram for USCIS Section #4 Figure 5 – Performance Management Radar Diagram for USCIS Section #5 Figure 6 – Combined Performance Management Radar Diagram for all USCIS Sections 1. Introduction This paper shall delve on the measurement of performance in the public sector through Performance Management Analysis [PMA] of the Begin Match to source 8 in source list: http://www.wavytv10.com/PDFs/USA v Baravik.pdfUnited States Citizenship Immigration ServicesEnd Match under Begin Match to source 8 in source list: http://www.wavytv10.com/PDFs/USA v Baravik.pdfthe Department of Homeland Security. ForEnd Match this Begin Match to source 8 in source list: http://www.wavytv10.com/PDFs/USA v Baravik.pdfpurpose,End Match feasibility analysis shall also be conducted through quantitative method and the results shall be compared with the PMA results. Radar charts/diagrams shall illustrate the current situation in the agency. In the same light, qualitative method shall be utilized through personal interviews with section heads of the said agency and the results of these interviews shall be used to justify the position of this researcher. After the presentation of the PMA and Feasibility Analysis, the discussion section shall follow and the paper shall be concluded with the conclusion and recommendations section. 2. Literature Review 2.1 The Begin Match to source 10 in source list: http://boozman.house.gov/UploadedFiles/HS - Border Security.pdfDepartment of Homeland SecurityEnd Match Paragraphs on Begin Match to source 10 in source list: http://boozman.house.gov/UploadedFiles/HS - Border Security.pdfbackground information on theEnd Match DHS shall be situated in this section of the paper. 2.2 The US Citizenship Immigration Services Paragraphs on background information on the USCIS [and how it operates] shall be situated in this section of the paper. Issues concerning production, LPR, naturalization, etc., shall be covered in this section. Begin Match to source 3 in source list: http://www.immigrationeis.org/eis-documents/us-demographic-historyFamily-sponsored 710,000 Employment-based 145,000 Diversity programs 50,000 Refugees and asylum seekers 160,000 Other categories 25,000 Total legal immigration Illegal immigration (uncertain and highlyEnd Match va riable) 1,090,000 Begin Match to source 3 in source list: http://www.immigrationeis.org/eis-documents/us-demographic-history~200,000 Total immigration (legal and illegal) ~1,300,000End Match 2.3 Performance Management Analysis In order to assess the performance of the USCIS, the management of five sections was evaluated. It was necessary to collaborate with several executives of the agency and as such, the study initially involved the distribution of Performance Management Analysis [PMA] survey forms which were accordingly answered as presented. The survey consisted of 44 statements which can be subdivided into the nine aspects of the performance management analysis method as posited by de Waal in 2004. In regard to this, the respondents were requested to rate [from 1 to 10] fort y-four statements pertaining to t he performance-driveness of their respecti ve department s. A rat e of 1 i s th e lo west possible score while 10 is the highest. For each statement, one sco re i s gi ven for the ‘current’ status of t he department and another score is given for the ‘desi red’ status of t he department. St atements 1-4 represent the ‘Responsibili ty Structur e’ aspect; s tatements 5-9 represent the ‘Content of Performance Information’ a spect; statements 10-14 represent the ‘Int egrity of Performance Information’ aspect; sta tements 15-19 represent the ‘Manageability of Performance Informatio n; s tate ments 20-24 represent the ‘Accountability’ aspect; statements 25-29 represent the ‘Management Style’ aspect; statements 30-34 represent the ‘Action Orientation’ aspect; statements 35-39 represent the ‘Communication about Performance aspect; and finally, statements 40-44 represent the ‘Alignment’ aspect of the PMA method. Performance management analysis is divided into three categories which include structural, behavioral, and alignment aspects. The structural category is further subdivided into four aspects which include: 1) Responsibility structure which pertains to the steering of personnel actions at all management levels towards the objectives of the company; 2) Content which pertains to a balanced set of performance information which focuses on Begin Match to source 4 in source list: http://ro.uow.edu.au/cgi/viewcontent.cgi?article=4229&context=commpapersCritical Success Factors [CSFs] and Key Performance Indicators [KPIs]End Match to achieve targets which are derived from benchmarking; 3) Integrity which pertains to the reliability of data which can be achieved through timely and consistent delivery of pertinent information; and, 4) Manageability which pertains to an efficient information distribution system where access to reports and detailed performance information are designed to be user-friendly (de Waal, 2004 p.165). The behavioral category can likewise be subdivided into four aspects and these include: 1) Accountability which pertains to the relevancy of performance information, the results of which can be improved on all management levels; 2) Management style pertains to the visibility of management commitment towards the enhancement of organizational culture for all management levels; 3) Action orientation pertains to the integration of performance information into the daily activities for the purpose of resolving current problems and similar scenarios in the future; 4) Communication pertains to the efficiency of the communication system within and between organizational levels which follows a structural framework for the regular sharing of performance information (de Waal, 2004 p.165). Finally, the ‘Alignment’ category pertains to the alignment of performance management with tools such as performance evaluation, rewarding, and training for the purpose of acquiring the sympathy and support of personnel on all management levels in order to improve organizational performance. Respondent #1: Lori Scialabba This section is for respondent #1, Mr. Lori Scialabba, who is currently the Deputy Director at USCIS. Mr. Scialabba, like all the other respondents, was contacted directly through LinkedIn.com’s InMail feature [the user must be signed in into the LinkedIn.com system in order to view the page] (http://www.linkedin.com/profile/view?trk=vsrp_people_res_name&srchtotal=2&authType=NAME_SEARCH&srchindex=2&t rkInfo=VSRPsearchId:1766354581381471789754,VSRPtargetId:294128735,VSRPcmpt:primary&srchid =1766354581381471789754&locale=en_US&id=294128735&authToken=Vn3z). The Performance Management Analysis method was derived from A.A. de Waal (2011) of the Center for Organizational Performance; the Performance Management Feasibility Analysis is similarly from A.A. de Waal (2007); and the interview questions were thus based on the principles of performance management as prescribed by de Waal. Presented below are the responses of Mr. Scialabba to the survey and interview: The Performance Management Analysis This survey contains statements in regard to the performance-driveness of your organization/unit. Please indicate per statement on a scale of 1 to 10 how much the statement is valid for your organization/unit. When the statement is somewhat not valid or not valid at all, give a score of between 1 and 5. If the statement is valid or very valid, please give a score between 6 and 10. Filling-in the survey will take you approximately between 15-20 minutes. Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Elements of performance-driveness CURRENT DESIRED 1 A clear choice has been made in our organization as to how close and strict higher management manages and controls lower management levels. 10 10 2 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)There are clear agreements on who in theEnd Match organization Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)is responsible for which tasks.End Match 3 Higher management issues clear strategic guidelines and targets that I have to meet. 4 Higher management keeps to agreements made and only intervenes on my level when certain predefined performance ranges are exceeded. 5 My performance information consists of Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)a set of financial and non-financialEnd Match data. 6 Execution of the strategy on my level is structurally monitored with Begin Match to source 5 in source list: http://www.csoonline.com/article/220639/iso-itil-cobit-the-management-process-alphabet-soupCritical Success Factors (CSF) and Key Performance Indicators (KPI).End Match 7 Corporate Begin Match to source 5 in source list: http://www.csoonline.com/article/220639/iso-itil-cobit-the-management-process-alphabet-soupandEnd Match unit strategies (and accompanying CSF and KPI) are all aligned. 8 My targets are set compared to competitors/comparable organizations (using external benchmarking). 9 My performance is compared frequently with that of other organizational units, and the comparison is put openly on a ranking list (peer pressure). 10 The performance information I receive is always reliable. 11 My wishes and needs in regard to performance information are regularly inventoried so it stays relevant to me. 12 Performance information is always reported to me on time, so I can use it as basis for decision making. 13 There are no inconsistencies between various reports or between reports and information systems. 14 There is a high degree of standardization of performance data, so results from different organizational units can easily be compared. 15 My performance information consists of a combination of numbers and graphs, so I can easily read and comprehend it. 16 I only receive relevant performance information, so the volume of information I get stays limited. 17 Only exceptional results (negative and/or positive) are reported to me, so I know what to focus on. 18 Performance information is available via an easy and accessible management information system. 19 A reporting portal creates a one-stop-shop through which I can access all performance information (for instance from the desktop). 20 My performance information covers my area of responsibility adequately, so it provides me with an accurate picture of the state-of-affairs of my unit. 10 9 10 10 9 10 9 10 8 9 9 10 10 10 8 9 9 10 9 10 10 10 9 10 9 10 8 9 8 7 10 9 9 10 10 10 8 9 21 I always use performance information to manage and steer my people. 7 8 22 I can and do influence the results of my performance indicators positively. 9 10 23 I Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)feel responsible for the results of the indicators of bothEnd Match the organization and my own responsibility area. 9 9 24 I am involved in modifying my own performance indicators, so that I stay committed to them. 9 10 25 Higher management frequently and visibly makes use of the performance information (i.e. by 10 10 26 regularly discussing it with me and others). Higher management is interested in my results both at fixed formal moments and at informal 10 10 encounters. 27 Performance information is used by higher management to continuously encourage me to improve my results. 9 10 28 Performance information is used by higher management to stimulate and coach me. 9 9 29 Higher management always confronts me with my results when they are below target, and the confrontation always has consequences. 9 9 30 31 I always analyze lagging results, to uncover root causes of problems. I regard performance information as essential for my day-to-day activities. 10 9 10 10 32 I always use performance information to take corrective actions, in order to improve lagging results. 8 9 33 Every quarter, I make forecasts of my expected results for the next 4-6 quarters (rolling forecasts). 10 10 34 I always use performance information as the basis for making decisions. 8 8 35 Higher management frequently communicates about the overall results, so I am always informed about the status of the organization. 10 10 36 I frequently and openly communicate with top management, so they have good insight into the 10 10 37 status of the organization. Management stimulates frequent and open communication between organizational units about their 8 9 38 results, so they can learn from each other. I regularly share information about my performance with other organizational units. 7 9 39 Higher management always takes my visions, opinions, and experiences into account when 8 9 formulating the organization’s strategy. 40 Performance information is structurally used as input and basis for my performance evaluation. 8 8 41 Performance information is structurally used as input and basis for setting my rewards. 9 10 42 Performance information is structurally used as input when designing my training program. 8 10 43 44 Using performance management has definitely improved my results. I regard performance management as a useful tool for improving my results. 8 9 9 9 Alignment Communication 8 10 Responsibility structure 6 4 Action orientation 2 Content 0 Management style Integrity Accountability Manageability Curre nt Desired The Feasibility Analysis Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system provides them with sufficient support? 8 2. Do organizational members agree on the necessity and the importance of performance management? 8 3. Is the organization itself stable? 10 4. Is the organization’s working environment stable? 10 5. Do organizational members agree on the starting time of the performance management imp rovement project? 8 6. Are there enough resources available for the performance management improvement project? 5 7. Are there any other change processes in progress within the organization that have a relatio n with the performance management improvement project? 10 8. Is the management team sufficiently involved in the performance management improvement project? 9 9. Are there organizational members that have earlier positive experiences with performance management? 7 10. Do organizational members have clear insight into immigration issues and the position of the organization in it? 9 11. Has the organization a mission and a strategy? 10 12. Do organizational Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)members have insight into the business processes,End Match the organizational structure, Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)andEnd Match the relationship between these? 9 13. Does the organization have an open communication structure? 8 Interview Questions (9 questions) 1. Concerning organizational structure a. Responsibility structure In terms of the performance of duties and responsibilities within your unit, what was the most common cause of failure in meeting the directives of higher management? Answer: There can be instances when established directives from higher management may not necessarily coincide with unexpected current developments requiring the undertaking of new directions. Naturally, all changes in plans require the approval of higher management before implementation. b. Content of performance management information How does the content of performance management information create problems for your unit and how does it impact your association with other units in the organization? Answer: Previously unexplored issues can sometimes come in and for some sections, this may create confusion with regards to which section should be responsible and where the new data should be incorporated into the system. Thus, the content of the performance information constantly adapts to the current situation as an outdated system impacts strategies and targets of the different sections, each with distinctive goals and objectives. c. Integrity of performance information In your opinion, when was the worst instance that inaccurate performance information created organizational problems, either within your unit or outside it? Answer: Aside from what I have mentioned above, the system works pretty well for us. d. Manageability of performance information In your opinion, what negative factor mostly contributes to the unmanageability of performance information within your unit or outside it? Answer: There have been very few instances wherein the manageability of performance information became a problem for us in the top management. I suppose such instances can be considered negligible. For the lower ranks of leadership, problems may originate from changes in manpower, especially for supervisory positions when there is an insufficient turn-over of work between outgoing and incoming USCIS personnel. Such occurrences can be avoided, however. 2. Concerning behavior a. Accountability What would you do to improve the awareness for personal accountability or individual performance of people in the organization? Answer: I believe that the annual conduct of performance assessment for USCIS personnel is already a good way to monitor and maintain personal accountability although it can still be enhanced by further raising awareness and specialization through training programs designed to foster teamwork and improve team output. b. Management style How do you think does the management style of top management affect the behavior and performance of lower leadership and the people under them? Answer: The behavior of top management always has an impact on the work culture, from top to bottom, and the fact that USCIS continues to be an efficient and productive agency in the public sector bespeaks of the effective management style of the top management. c. Action orientation In general terms, what do you think is the current organizational culture and how does this orientation impact the performance of the individual units and the organization as a whole? Answer: As I have mentioned, the organizational culture is one of efficiency. It is not possible to achieve such a level of professionalism without a combined, collective effort from competent individuals working towards a single goal. d. Communication about performance In your opinion, what is the most problematic reason for miscommunication or misrepresentation of performance information within the organization? Answer: Interaction of people within and between units through an efficient communication system is paramount to the attainment of organizational goals and objectives. It is for this reason that top management gives special attention to the utilization of an efficient system to facilitate communication flows within USCIS. The accuracy of shared information, however, would largely depend on individual sources. As such, section heads are constantly reminded to monitor the accuracy of data coming out of their respective units. 3. Concerning alignment What do you think would be the best course of action to align the work behavior of personnel with organizational/structural goals and objectives? Answer: Nothing can be better than well-designed training programs which create a productive/dynamic culture by aligning individual work behavior with organizational goals and objectives. Nevertheless, the duty of the supervisors directly in contact with the employees is crucial in optimizing and maintaining individual and team outputs. As such, top management constantly sees to it that competent supervisors are in place. 25 Respondent #2: James Mccament This section is for respondent #2, Mr. James Mccament, who is currently the Chief of the Office of Legislative Affairs. Like all the other respondents, Mr. Mccament was contacted directly through LinkedIn.com’s InMail feature (http://www.linkedin.com/pub/james-w-mccament/5/757/8bb). Presented below are the responses of Mr. Mccament to the survey and interview: The Performance Management Analysis This survey contains statements in regard to the performance-driveness of your organization/unit. Please indicate per statement on a scale of 1 to 10 how much the statement is valid for your organization/unit. When the statement is somewhat not valid or not valid at all, give a score of between 1 and 5. If the statement is valid or very valid, please give a score between 6 and 10. Filling-in the survey will take you approximately between 15-20 minutes. Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Elements of performance-driveness 1 A clear choice has been made in our organization as to how close and strict higher management manages and controls lower management levels. 2 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)There are clear agreements on who in theEnd Match organization Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)is responsible for which tasks.End Match 3 Higher management issues clear strategic guidelines and targets that I have to meet. 4 Higher management keeps to agreements made and only intervenes on my level when certain predefined performance ranges are exceeded. 5 My performance information consists of Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)a set of financial and non-financialEnd Match data. 6 Execution of the strategy on my level is structurally monitored with Begin Match to source 4 in source list: http://ro.uow.edu.au/cgi/viewcontent.cgi?article=4229&context=commpapersCritical Success Factors (CSF) and Key Performance Indicators (KPI).End Match CURRENT DESIRED 9 10 8 9 10 10 10 10 10 10 10 10 7 Corporate and unit strategies (and accompanying CSF and KPI) are all aligned. 8 My targets are set compared to competitors/comparable organizations (using external benchmarking). 9 My performance is compared frequently with that of other organizational units, and the comparison is put openly on a ranking list (peer pressure). 10 The performance information I receive is always reliable. 11 My wishes and needs in regard to performance information are regularly inventoried so it stays relevant to me. 12 Performance information is always reported to me on time, so I can use it as basis for decision making. 13 There are no inconsistencies between various reports or between reports and information systems. 14 There is a high degree of standardization of performance data, so results from different organizational units can easily be compared. 15 My performance information consists of a combination of numbers and graphs, so I can easily read and comprehend it. 16 I only receive relevant performance information, so the volume of information I get stays limited. 17 Only exceptional results (negative and/or positive) are reported to me, so I know what to focus on. 18 Performance information is available via an easy and accessible management information system. 19 A reporting portal creates a one-stop-shop through which I can access all performance information (for instance from the desktop). 20 My performance information covers my area of responsibility adequately, so it provides me with an accurate picture of the state-of-affairs of my unit. 21 I always use performance information to manage and steer my people. 9 10 8 9 8 9 8 10 8 9 10 10 7 10 8 10 8 8 8 8 10 8 8 10 10 10 8 10 8 8 22 I can and do influence the results of my performance indicators positively. 10 10 23 I Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)feel responsible for the results of the indicators of bothEnd Match the organization and my own responsibility area. 9 9 24 I am involved in modifying my own performance indicators, so that I stay committed to them. 10 10 25 Higher management frequently and visibly makes use of the performance information (i.e. by 10 10 26 regularly discussing it with me and others). Higher management is interested in my results both at fixed formal moments and at informal 10 10 encounters. 27 Performance information is used by higher management to continuously encourage me to improve my results. 9 9 28 Performance information is used by higher management to stimulate and coach me. 7 7 29 Higher management always confronts me with my results when they are below target, and the confrontation always has consequences. 10 9 30 31 I always analyze lagging results, to uncover root causes of problems. I regard performance information as essential for my day-to-day activities. 10 9 10 9 32 I always use performance information to take corrective actions, in order to improve lagging results. 8 8 33 34 Every quarter, I make forecasts of my expected results for the next 4-6 quarters (rolling forecasts). I always use performance information as the basis for making decisions. 5 5 5 5 35 Higher management frequently communicates about the overall results, so I am always informed about the status of the organization. 10 10 36 I frequently and openly communicate with top management, so they have good insight into the 10 10 37 status of the organization. Management stimulates frequent and open communication between organizational units about their 10 10 38 results, so they can learn from each other. I regularly share information about my performance with other organizational units. 7 7 39 Higher management always takes my visions, opinions, and experiences into account when 10 10 formulating the organization’s strategy. 40 Performance information is structurally used as input and basis for my performance evaluation. 9 9 41 42 Performance information is structurally used as input and basis for setting my rewards. Performance information is structurally used as input when designing my training program. 9 10 9 10 43 44 Using performance management has definitely improved my results. I regard performance management as a useful tool for improving my results. 7 7 7 7 29 Alignment 10 Communication 8 Responsibility structure 6 4 Action orientation 2 Content 0 Management style Integrity Accountability Manageability Curre nt Desired The Feasibility Analysis Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system provides them with sufficient support? 2. Do organizational members agree on the necessity and the importance of performance management? 3. Is the organization itself stable? 4. Is the organization’s working environment stable? 5. Do organizational members agree on the starting time of the performance management improvement project? 6. Are there enough resources available for the performance management improvement project? 7. Are there any other change processes in progress within the organization that have a relation with the performance manageme nt improvement project? 8. Is the management team sufficiently involved in the performance management improvement project? 9. Are there organizational members that have earlier positive experiences with performance management? 10. Do organizational members have clear insight into immigration issues and t he position of the organization in it? 11. Has the organization a mission and a strategy? 12. Do organizational members have insight into the business processes, the organizational struc ture, and the relationship between these? 13. Does the organization have an open communication structure? 8 8 10 10 8 5 10 10 9 8 10 8 7 31 Interview Questions (9 questions) 1. Concerning organizational structure a. Responsibility structure In terms of the performance of duties and responsibilities within your unit, what was the most common cause of failure in meeting the directives of higher management? Answer: External factors such as legal setbacks can cause delays in meeting higher management directives. Although meeting such deadlines can sometimes be a problem, the missions eventually get done after legal resolutions. b. Content of performance management information How does the content of performance management information create problems for your unit and how does it impact your association with other units in the organization? Answer: Outdated information can always be detrimental to the kind of work that we do in the Office of Legislative Affairs. Aside from the negative impact that such false data can create between OLA and other internal sections in the agency, we often deal with other government and private agencies and wrong data can be damaging. c. Integrity of performance information In your opinion, when was the worst instance that inaccurate performance information created organizational problems, either within your unit or outside it? Answer: In as much as I support studies such as yours, I do not believe I am at liberty to divulge information of this nature. We have our designated official spokesperson for this purpose. d. Manageability of performance information In your opinion, what negative factor mostly contributes to the unmanageability of performance information within your unit or outside it? Answer: Any type of organization inside or outside the public sector would have problems with outdated or inaccurate information. I believe a large part of the problem can come from an inefficient communications system which can definitely cause unmanageability of performance data. 2. Concerning behavior a. Accountability What would you do to improve the awareness for personal accountability or individual performance of people in the organization? Answer: It is still the practice in many public sector organizations around the world to impose sanctions for problems emanating from personal negligence, especially when it creates substantial damage to the organization, in order to raise the awareness level of the workforce with regards to personal accountability. In the case of USCIS, sanctions are imposed in accordance with government guidelines although I think it would help if all personnel are enjoined to participate in the formulation of sanctions for related offences. In this manner, everyone in the agency would be more conscious of their actions and of the resulting consequences of negligence and/or incompetence in the workplace. b. Management style How do you think does the management style of top management affect the behavior and performance of lower leadership and the people under them? Answer: I think the management style of the top leadership in USCIS is sufficient to address the demands of the agency’s mandate. Everything is done in accordance with predefined policies and all personnel in the lower ranks understand and abide by these policies. I say it is ‘sufficient’ because since joining USCIS, I have not experienced a major incident wherein the agency’s workforce collectively protested against the decisions and actions of top management. c. Action orientation In general terms, what do you think is the current organizational culture and how does this orientation impact the performance of the individual units and the organization as a whole? Answer: In order to fulfill its mandated tasks, the USCIS operates in a cultural environment of efficiency propelled by the necessity Begin Match to source 7 in source list: http://www.filetax.com/mayrand/Mayrand.pdfto protect theEnd Match interests Begin Match to source 7 in source list: http://www.filetax.com/mayrand/Mayrand.pdfof the American people,End Match regardless of changes Begin Match to source 7 in source list: http://www.filetax.com/mayrand/Mayrand.pdfinEnd Match the immigration scenario. This means that the agency is prepared for any contingency requiring adaptation to varying situations. d. Communication about performance In your opinion, what is the most problematic reason for miscommunication or misrepresentation of performance information within the organization? Answer: Miscommunication of performance information can originate from unintentional human errors but I define misrepresentation as a more serious offence requiring immediate disciplinary recourse. Moreover, miscommunication can be minimized by an effective communications system within the organization but misrepresentation connotes intent to mislead. All organizations, regardless of the nature of operations, have its share of people who want to intentionally misrepresent and the USCIS is not an exception although it is not difficult to identify such personalities and apply corrective action. Nevertheless, the problem is minimal and does no lasting damage. 3. Concerning alignment What do you think would be the best course of action to align the work behavior of personnel with organizational/structural goals and objectives? Answer: The participation of all personnel in the planning, formulation, implementation, enforcement, and attainment of organizational targets would be an ideal environment for the alignment of the organizational and personal goals. To achieve this, an efficient system of communication has to be maintained constantly in order to facilitate coordinative and cooperative interaction between all the stakeholders. 36 Respondent #3: Rendell Jones This section is for respondent #3, Mr. Rendell Jones, who is currently an Associate Director of USCIS. Like all the other respondents, Mr. Jones was contacted directly through LinkedIn.com’s InMail feature (http://www.linkedin.com/pub/rendell- jones/9/91a/842). Presented below are the responses of Mr. Jones to the survey and interview: The Performance Management Analysis This survey contains statements in regard to the performance-driveness of your organization/unit. Please indicate per statement on a scale of 1 to 10 how much the statement is valid for your organization/unit. When the statement is somewhat not valid or not valid at all, give a score of between 1 and 5. If the statement is valid or very valid, please give a score between 6 and 10. Filling-in the survey will take you approximately between 15-20 minutes. Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Elements of performance-driveness 1 A clear choice has been made in our organization as to how close and strict higher management manages and controls lower management levels. 2 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)There are clear agreements on who in theEnd Match organization Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)is responsible for which tasks.End Match 3 Higher management issues clear strategic guidelines and targets that I have to meet. 4 Higher management keeps to agreements made and only intervenes on my level when certain predefined performance ranges are exceeded. 5 My performance information consists of Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)a set of financial and non-financialEnd Match data. 6 Execution of the strategy on my level is structurally monitored with Begin Match to source 4 in source list: http://ro.uow.edu.au/cgi/viewcontent.cgi?article=4229&context=commpapersCritical Success Factors (CSF) and Key Performance Indicators (KPI).End Match CURRENT DESIRED 8 9 7 9 9 9 8 9 9 9 8 9 7 Corporate and unit strategies (and accompanying CSF and KPI) are all aligned. 8 My targets are set compared to competitors/comparable organizations (using external benchmarking). 9 My performance is compared frequently with that of other organizational units, and the comparison is put openly on a ranking list (peer pressure). 10 The performance information I receive is always reliable. 11 My wishes and needs in regard to performance information are regularly inventoried so it stays relevant to me. 12 Performance information is always reported to me on time, so I can use it as basis for decision making. 13 There are no inconsistencies between various reports or between reports and information systems. 14 There is a high degree of standardization of performance data, so results from different organizational units can easily be compared. 15 My performance information consists of a combination of numbers and graphs, so I can easily read and comprehend it. 16 I only receive relevant performance information, so the volume of information I get stays limited. 17 Only exceptional results (negative and/or positive) are reported to me, so I know what to focus on. 18 Performance information is available via an easy and accessible management information system. 19 A reporting portal creates a one-stop-shop through which I can access all performance information (for instance from the desktop). 20 My performance information covers my area of responsibility adequately, so it provides me with an accurate picture of the state-of-affairs of my unit. 21 I always use performance information to manage and steer my people. 8 9 8 9 7 9 8 9 9 9 9 9 7 9 7 9 8 9 8 9 7 9 9 9 9 9 8 9 9 9 22 I can and do influence the results of my performance indicators positively. 9 9 23 24 area. I am involved in modifying my own performance indicators, so that I stay committed to them. 8 8 9 9 I Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)feel responsible for the results of the indicators of bothEnd Match the organization and my own responsibility 25 regularly discussing it with me and others). 9 9 Higher management frequently and visibly makes use of the performance information (i.e. by 26 Higher management is interested in my results both at fixed formal moments and at informal encounters. 9 9 27 my results. 8 9 Performance information is used by higher management to continuously encourage me to improve 28 Performance information is used by higher management to stimulate and coach me. 7 9 29 Higher management always confronts me with my results when they are below target, and the confrontation always has consequences. 7 9 30 31 I always analyse lagging results, to uncover root causes of problems. I regard performance information as essential for my day-to-day activities. 9 9 9 9 32 I always use performance information to take corrective actions, in order to improve lagging results. 8 9 33 34 Every quarter, I make forecasts of my expected results for the next 4-6 quarters (rolling forecasts). I always use performance information as the basis for making decisions. 8 7 9 9 35 Higher management frequently communicates about the overall results, so I am always informed about the status of the organization. 9 9 36 I frequently and openly communicate with top management, so they have good insight into the 9 9 37 status of the organization. Management stimulates frequent and open communication between organizational units about their 8 9 38 results, so they can learn from each other. I regularly share information about my performance with other organizational units. 8 9 39 Higher management always takes my visions, opinions, and experiences into account when 9 9 formulating the organization’s strategy. 40 Performance information is structurally used as input and basis for my performance evaluation. 8 9 41 42 Performance information is structurally used as input and basis for setting my rewards. Performance information is structurally used as input when designing my training program. 8 8 9 9 43 44 Using performance management has definitely improved my results. I regard performance management as a useful tool for improving my results. 8 8 9 9 40 Alignment 10 Communication 8 Responsibility structure 6 4 Action orientation 2 Content 0 Management style Integrity Accountability Manageability Curre nt Desired The Feasibility Analysis Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system provides them with sufficient support? 8 2. Do organizational members agree on the necessity and the importance of performance management? 8 3. Is the organization itself stable? 10 4. Is the organization’s working environment stable? 10 5. Do organizational members agree on the starting time of the performance management imp rovement project? 8 6. Are there enough resources available for the performance management improvement project? 6 7. Are there any other change processes in progress within the organization that have a relatio n with the performance management improvement project? 10 8. Is the management team sufficiently involved in the performance management improvement project? 9 9. Are there organizational members that have earlier positive experiences with performance management? 8 10. Do organizational members have clear insight into immigration issues and the position of the organization in it? 9 11. Has the organization a mission and a strategy? 10 12. Do organizational Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)members have insight into the business processes,End Match the organizational structure, Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)andEnd Match the relationship between these? 9 13. Does the organization have an open communication structure? 8 42 Interview Questions (9 questions) 1. Concerning organizational structure a. Responsibility structure In terms of the performance of duties and responsibilities within your unit, what was the most common cause of failure in meeting the directives of higher management? Answer: I have observed that circumstances beyond the control of people in the organization have been the most common cause of failure. This usually emanates from an external source and one good example of this is the current government shutdown that the country is experiencing on a federal level. The USCIS is completely affected by it and there is nothing that anyone else in the organization can do except to wait and hope that the crisis ends soon. Other than this, other related problems are too insignificant to mention because they do not really result in complete failure as corrective measures are immediately applied. b. Content of performance management information How does the content of performance management information create problems for your unit and how does it impact your association with other units in the organization? Answer: With regards to the content of performance information, I would not really refer to it as ‘problems’; ‘inconveniences’ would be a better word. I am pertaining to instances when I perceive the structural content of performance information to favor some units more over the others. A good example would be the large amount of financial data in the reports; this favours the Finance and the Accounting sections but it does not sufficiently describe the state-of-affairs of the Office of Legislative Affairs. c. Integrity of performance information In your opinion, when was the worst instance that inaccurate performance information created organizational problems, either within your unit or outside it? Answer: Changes in manpower, especially in critical positions, can cause some minor and temporary setbacks because of the probability of work backlogs [sometimes even outdated data come out] but it does not really cause long-term substantial problems inside or outside of the agency. Of course, this happens to all organizations. d. Manageability of performance information In your opinion, what negative factor mostly contributes to the unmanageability of performance information within your unit or outside it? Answer: I think that USCIS has always been efficient in handling performance information although I can say that this ability largely relies on the efficiency and reliability of the communication structure that is utilized. The management of performance information should be easy with a good program in place. 2. Concerning behaviour a. Accountability What would you do to improve the awareness for personal accountability or individual performance of people in the organization? Answer: I have always believed in the influence that supervisors have on the people directly under them. The influence can be bad or good but the bottom line is that the level of their competence is normally reflected in the productiveness or unproductiveness of the concerned unit. Despite intervention from higher leadership, a supervisor lacking in personal accountability skills would not produce good results. Therefore, higher management should always see to it that only qualified people are assigned at such critical positions of responsibility. b. Management style How do you think does the management style of top management affect the behaviour and performance of lower leadership and the people under them? Answer: As I have mentioned, the leadership quality of a supervisor can be evident in the effectiveness or ineffectiveness of his people. The same is true for the top management and since it is apparent that the agency as a whole is doing quite well in its mandated tasks, then it is safe to assume that there is good management from the top. c. Action orientation In general terms, what do you think is the current organizational culture and how does this orientation impact the performance of the individual units and the organization as a whole? Answer: Despite the government shutdown which tends to lower the morale [especially because of its economic effects] of the workforce, I am certain that once the normal routines resume, the work culture among people in the USCIS will continue to be positive. d. Communication about performance In your opinion, what is the most problematic reason for miscommunication or misrepresentation of performance information within the organization? Answer: There can only be two reasons for miscommunication or misrepresentation: honest mistakes or incompetence. In USCIS, the latter is never tolerated without consequences. 3. Concerning alignment What do you think would be the best course of action to align the work behaviour of personnel with organizational/structural goals and objectives? Answer: The best course of action would be to ask the employees themselves. They are in the best position to know how to align their personal circumstances with the goals of the agency. Constant exchange of ideas between the management and the employees can be beneficial if it is followed by mutually-acceptable measures or policies. 47 Respondent #4: Denise Vanison This section is for respondent #4, Ms. Denise Vanison, who is currently the Chief of the Office of Policy and Strategy at USCIS. Like all the other respondents, Ms. Vanison was contacted directly through LinkedIn.com’s InMail feature (http://www.linkedin.com/pub/denise-vanison/52/602/859). Presented below are the responses of Ms. Vanison to the survey and interview: The Performance Management Analysis This survey contains statements in regard to the performance-driveness of your organization/unit. Please indicate per statement on a scale of 1 to 10 how much the statement is valid for your organization/unit. When the statement is somewhat not valid or not valid at all, give a score of between 1 and 5. If the statement is valid or very valid, please give a score between 6 and 10. Filling-in the survey will take you approximately between 15-20 minutes. Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Elements of performance-driveness 1 A clear choice has been made in our organization as to how close and strict higher management manages and controls lower management levels. 2 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)There are clear agreements on who in theEnd Match organization Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)is responsible for which tasks.End Match 3 Higher management issues clear strategic guidelines and targets that I have to meet. 4 Higher management keeps to agreements made and only intervenes on my level when certain predefined performance ranges are exceeded. 5 My performance information consists of a set of financial and non-financial data. 6 Execution of the strategy on my level is structurally monitored with Critical Success Factors (CSF) CURRENT DESIRED 9 10 9 9 10 10 9 10 9 9 10 10 and Key Performance Indicators (KPI). 7 Corporate and unit strategies (and accompanying CSF and KPI) are all aligned. 8 My targets are set compared to competitors/comparable organizations (using external benchmarking). 9 My performance is compared frequently with that of other organizational units, and the comparison is put openly on a ranking list (peer pressure). 10 The performance information I receive is always reliable. 11 My wishes and needs in regard to performance information are regularly inventoried so it stays relevant to me. 12 Performance information is always reported to me on time, so I can use it as basis for decision making. 13 There are no inconsistencies between various reports or between reports and information systems. 14 There is a high degree of standardization of performance data, so results from different organizational units can easily be compared. 15 My performance information consists of a combination of numbers and graphs, so I can easily read and comprehend it. 16 I only receive relevant performance information, so the volume of information I get stays limited. 17 Only exceptional results (negative and/or positive) are reported to me, so I know what to focus on. 18 Performance information is available via an easy and accessible management information system. 19 A reporting portal creates a one-stop-shop through which I can access all performance information (for instance from the desktop). 20 My performance information covers my area of responsibility adequately, so it provides me with an accurate picture of the state-of-affairs of my unit. 21 I always use performance information to manage and steer my people. 8 10 9 10 8 10 8 10 9 10 9 10 8 10 9 10 9 10 8 8 9 10 10 10 9 10 9 10 9 10 22 I can and do influence the results of my performance indicators positively. 9 10 23 24 area. I am involved in modifying my own performance indicators, so that I stay committed to them. 9 9 10 10 I Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)feel responsible for the results of the indicators of bothEnd Match the organization and my own responsibility 25 regularly discussing it with me and others). 8 10 Higher management frequently and visibly makes use of the performance information (i.e. by 26 Higher management is interested in my results both at fixed formal moments and at informal encounters. 9 10 27 Performance information is used by higher management to continuously encourage me to improve 9 10 my results. 28 Performance information is used by higher management to stimulate and coach me. 8 10 29 Higher management always confronts me with my results when they are below target, and the confrontation always has consequences. 9 10 30 I always analyse lagging results, to uncover root causes of problems. 9 10 31 I regard performance information as essential for my day-to-day activities. 9 10 32 I always use performance information to take corrective actions, in order to improve lagging results. 9 10 33 Every quarter, I make forecasts of my expected results for the next 4-6 quarters (rolling forecasts). 9 10 34 I always use performance information as the basis for making decisions. 9 10 35 Higher management frequently communicates about the overall results, so I am always informed about the status of the organization. 9 10 36 I frequently and openly communicate with top management, so they have good insight into the 9 10 37 status of the organization. Management stimulates frequent and open communication between organizational units about their 8 10 38 results, so they can learn from each other. I regularly share information about my performance with other organizational units. 8 10 39 Higher management always takes my visions, opinions, and experiences into account when 9 10 formulating the organization’s strategy. 40 Performance information is structurally used as input and basis for my performance evaluation. 9 10 41 42 Performance information is structurally used as input and basis for setting my rewards. Performance information is structurally used as input when designing my training program. 9 9 10 10 43 Using performance management has definitely improved my results. 9 10 44 I regard performance management as a useful tool for improving my results. 9 10 51 Alignment Communication 8 structure 10 Responsibility 6 4 Act ion orientation 2 Content 0 Management style Integrity Accountability Manageability Curre nt Desired The Feasibility Analysis Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system provides them with sufficient support? 2. Do organizational members agree on the necessity and the importance of performance management? 3. Is the organization itself stable? 4. Is the organization’s working environment stable? 5. Do organizational members agree on the starting time of the performance management improvement project? 6. Are there enough resources available for the performance management improvement project? 7. Are there any other change processes in progress within the organization that have a relation with the performance management improvement project? 8. Is the management team sufficiently involved in the performance management improvement project? 9. Are there organizational members that have earlier positive experiences with performance management? 10. Do organizational members have clear insight into immigration issues and the position of the organization in it? 11. Has the organization a mission and a strategy? 12. Do organizational Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)members have insight into the business processes,End Match the organizational structure, Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)andEnd Match the relationship between these? 13. Does the organization have an open communication structure? 9 9 10 8 8 7 10 10 10 10 10 10 10 53 Interview Questions (9 questions) 1. Concerning organizational structure a. Responsibility structure In terms of the performance of duties and responsibilities within your unit, what was the most common cause of failure in meeting the directives of higher management? Answer: Higher management recognizes the fact that directives can be subject to external forces [such as the current shutdown] which can sometimes negatively impact the outcome. Other than this, my unit is acknowledged by higher management as a competitive and results-oriented team. b. Content of performance management information How does the content of performance management information create problems for your unit and how does it impact your association with other units in the organization? Answer: To date, performance management information has not created any problem for my unit since I make sure that all my people understand the technical aspects of it. However, there have been a few minor instances in other units wherein the lack of familiarization required guidance from my unit. c. Integrity of performance information In your opinion, when was the worst instance that inaccurate performance information created organizational problems, either within your unit or outside it? Answer: Unavoidable attrition in the workforce requires the re-assignment of personnel and/or hiring of new people. This similarly requires orientation or familiarization into the new job setting in order to avoid the occurrence of work-related errors. However, the problem cannot be eliminated 100% as inaccuracies in outgoing data can and do occur in small measures. Nevertheless, such circumstances are not serious enough to significantly impact the organization as a whole. d. Manageability of performance information In your opinion, what negative factor mostly contributes to the unmanageability of performance information within your unit or outside it? Answer: There have been no problems within my unit as far as the unmanageability of performance information is concerned. For other units, the previously mentioned manpower changes can be cited although this is easily resolved. The system utilized by the agency for the management of performance information is quite user-friendly and is very manageable. 2. Concerning behaviour a. Accountability What would you do to improve the awareness for personal accountability or individual performance of people in the organization? Answer: As in all other organizations, people have to be made aware of the policies that are in effect. The lack of knowledge in policies and regulations naturally result in infractions and as such, it is the duty of management to raise the awareness levels of people through training and other related initiatives. Due to the fact that some people have a more adaptable behavior than others, constant monitoring is always necessary to ensure the smooth flow of operations. b. Management style How do you think does the management style of top management affect the behavior and performance of lower leadership and the people under them? Answer: The management style of the people on top can only affect the lower ranks in two ways: for the better or for the worse. The current trend leans more on the transformational type of leadership but this cannot completely be applied in a public sector setting, especially because the actions and decisions of the agency personnel are inflexibly governed by the rule of law. c. Action orientation In general terms, what do you think is the current organizational culture and how does this orientation impact the performance of the individual units and the organization as a whole? Answer: In view of the government shutdown that presently prevails over the entire country, it would be inaccurate to mention that the organizational culture is not affected. Regardless of this, a productive work environment can be guaranteed once the national crisis is resolved. d. Communication about performance In your opinion, what is the most problematic reason for miscommunication or misrepresentation of performance information within the organization? Answer: As previously mentioned, the lack of familiarization with the technical aspects of the system can be a cause for some minor communication problems. New people in new positions can also result in wrong data as far as performance information is concerned; the problem may not entirely come from a lack in technical knowledge of the system but unfamiliarity with the new job description itself. 3. Concerning alignment What do you think would be the best course of action to align the work behavior of personnel with organizational/structural goals and objectives? Answer: Policies and strategies should always be designed and implemented with the personal concerns of the employees in mind. The organizational goals, as perceived by the top management, can never be aligned with those of the ordinary employees unless there is a sufficient platform for the voicing of opinions. In this manner, work can be optimized towards the accomplishment of mutually desirable ends. 58 Respondent #5: Mark Schwartz This section is for respondent #5, Mr. Mark Schwartz, who is currently the Chief Information Officer [CIO] at USCIS. Like all the other respondents, Mr. Schwartz was contacted directly through LinkedIn.com’s InMail feature (http://www.linkedin.com/in/innovativecio). Presented below are the responses of Mr. Schwartz to the survey and interview: The Performance Management Analysis This survey contains statements in regard to the performance-driveness of your organization/unit. Please indicate per statement on a scale of 1 to 10 how much the statement is valid for your organization/unit. When the statement is somewhat not valid or not valid at all, give a score of between 1 and 5. If the statement is valid or very valid, please give a score between 6 and 10. Filling-in the survey will take you approximately between 15-20 minutes. Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Elements of performance-driveness CURRENT DESIRED 1 A clear choice has been made in our organization as to how close and strict higher management manages and controls lower management levels. 9 10 2 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)There are clear agreements on who in theEnd Match organization Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)is responsible for which tasks.End Match 8 10 3 Higher management issues clear strategic guidelines and targets that I have to meet. 9 10 4 Higher management keeps to agreements made and only intervenes on my level when certain predefined performance ranges are exceeded. 9 9 5 My performance information consists of a set of financial and non-financial data. 8 10 6 Execution of the strategy on my level is structurally monitored with Begin Match to source 5 in source list: http://www.csoonline.com/article/220639/iso-itil-cobit-the-management-process-alphabet-soupCritical Success Factors (CSF)End Match 8 10 Begin Match to source 5 in source list: http://www.csoonline.com/article/220639/iso-itil-cobit-the-management-process-alphabet-soupand Key Performance Indicators (KPI).End Match 7 Corporate Begin Match to source 5 in source list: http://www.csoonline.com/article/220639/iso-itil-cobit-the-management-process-alphabet-soupandEnd Match unit strategies (and accompanying CSF and KPI) are all aligned. 8 My targets are set compared to competitors/comparable organizations (using external benchmarking). 9 My performance is compared frequently with that of other organizational units, and the comparison is put openly on a ranking list (peer pressure). 10 The performance information I receive is always reliable. 11 My wishes and needs in regard to performance information are regularly inventoried so it stays relevant to me. 12 Performance information is always reported to me on time, so I can use it as basis for decision making. 13 There are no inconsistencies between various reports or between reports and information systems. 14 There is a high degree of standardization of performance data, so results from different organizational units can easily be compared. 15 My performance information consists of a combination of numbers and graphs, so I can easily read and comprehend it. 16 I only receive relevant performance information, so the volume of information I get stays limited. 17 Only exceptional results (negative and/or positive) are reported to me, so I know what to focus on. 18 Performance information is available via an easy and accessible management information system. 19 A reporting portal creates a one-stop-shop through which I can access all performance information (for instance from the desktop). 20 My performance information covers my area of responsibility adequately, so it provides me with an accurate picture of the state-of-affairs of my unit. 21 I always use performance information to manage and steer my people. 9 10 7 8 7 8 9 10 8 9 10 10 9 10 8 9 7 8 8 7 10 9 8 10 10 10 10 10 8 9 22 I can and do influence the results of my performance indicators positively. 9 10 23 I Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)feel responsible for the results of the indicators of bothEnd Match the organization and my own responsibility area. 8 8 24 I am involved in modifying my own performance indicators, so that I stay committed to them. 9 9 25 Higher management frequently and visibly makes use of the performance information (i.e. by 10 10 26 regularly discussing it with me and others). Higher management is interested in my results both at fixed formal moments and at informal 10 10 encounters. 27 Performance information is used by higher management to continuously encourage me to improve 7 8 my results. 28 Performance information is used by higher management to stimulate and coach me. 7 8 29 Higher management always confronts me with my results when they are below target, and the confrontation always has consequences. 9 10 30 I always analyse lagging results, to uncover root causes of problems. 8 9 31 I regard performance information as essential for my day-to-day activities. 9 10 32 I always use performance information to take corrective actions, in order to improve lagging results. 8 9 33 Every quarter, I make forecasts of my expected results for the next 4-6 quarters (rolling forecasts). 8 9 34 I always use performance information as the basis for making decisions. 7 8 35 Higher management frequently communicates about the overall results, so I am always informed about the status of the organization. 10 10 36 I frequently and openly communicate with top management, so they have good insight into the 10 10 37 status of the organization. Management stimulates frequent and open communication between organizational units about their 9 10 38 results, so they can learn from each other. I regularly share information about my performance with other organizational units. 8 9 39 Higher management always takes my visions, opinions, and experiences into account when 9 10 formulating the organization’s strategy. 40 Performance information is structurally used as input and basis for my performance evaluation. 8 9 41 42 Performance information is structurally used as input and basis for setting my rewards. Performance information is structurally used as input when designing my training program. 8 8 9 9 43 Using performance management has definitely improved my results. 9 9 44 I regard performance management as a useful tool for improving my results. 9 10 62 Alignment Communication 8 structure 10 Responsibility 6 4 Action orientation 2 Content 0 Management style Integrity Accountability Manageability Curre nt Desired The Feasibility Analysis Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system provides them with sufficient support? 2. Do organizational members agree on the necessity and the importance of performance management? 3. Is the organization itself stable? 4. Is the organization’s working environment stable? 5. Do organizational members agree on the starting time of the performance management improvement project? 6. Are there enough resources available for the performance management improvement project? 7. Are there any other change processes in progress within the organization that have a relatio n with the performance management improvement project? 8. Is the management tea m sufficiently involved in the performance management improvement project? 9. Are there organizationa l members that have earlier positive experiences wi th performance management? 10. Do organizational members have clear insight into immigration issues and the position of the organization in it? 11. Has the organization a mission and a strategy? 12. Do organizational Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)members have insight into the business processes,End Match the organizational structure, Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)andEnd Match the relationship between these? 13. Does the organization have an open communication structure? 9 9 10 10 9 5 10 10 9 10 10 10 10 64 Interview Questions (9 questions) 1. Concerning organizational structure a. Responsibility structure In terms of the performance of duties and responsibilities within your unit, what was the most common cause of failure in meeting the directives of higher management? Answer: As the Chief Information Officer of USCIS, I personally give special attention to compliance with the directives from the top management. I do this with the help of competent staff who are always able and willing to give 100% of their skills to the organization. I am pleased that my unit has never failed to meet the directives of top management and we are committed to continue with the excellent service that we render to the agency. b. Content of performance management information How does the content of performance management information create problems for your unit and how does it impact your association with other units in the organization? Answer: We have learned to adapt to the technical aspects of the performance management information program and as such, it helps us to work hand-in-hand with other units of the organization. The content of the said program does not create problems; instead, it provides a satisfactory platform for cooperative efforts within and between USCIS units. c. Integrity of performance information In your opinion, when was the worst instance that inaccurate performance information created organizational problems, either within your unit or outside it? Answer: As human beings, it can be difficult to completely eliminate the occurrence of inaccurate information emanating from the employees; this normally originates from personnel in the lower ranks who require additional familiarization with their work. However, such errors are immediately corrected due to the fact that supervisors are well-trained to constantly monitor all outgoing data from their respective sections. Hence, such circumstances are easily contained and corrected before it affects other sections or units. d. Manageability of performance information In your opinion, what negative factor mostly contributes to the unmanageability of performance information within your unit or outside it? Answer: Unfamiliarity with work procedures can contribute to the unmanageability of performance information but as I have mentioned, this issue can easily be resolved. Several of our supervisors previously had some difficulties managing their work when they first arrived at USCIS but now they are very proficient in what they do, with some even providing significant recommendations to improve the system. 2. Concerning behaviour a. Accountability What would you do to improve the awareness for personal accountability or individual performance of people in the organization? Answer: I believe that specially-designed training programs can sufficiently address the issues of personal accountability and individual performance; after all, everyone acquires skills from some form of training regardless of the nature of the work. Enhancing awareness for personal accountability among the employees involves the strengthening of personal commitment to the organization. In other words, it should be an appeal to the emotions rather than the intellect. b. Management style How do you think does the management style of top management affect the behavior and performance of lower leadership and the people under them? Answer: I think the top leadership is doing quite well as far as management is concerned. This is evidenced by the high level of professionalism among USCIS employees around the country. At USCIS, competence flows from top to bottom and vice versa. People at all levels are welcome to give their own recommendations to improve whatever processes are in place and management listens. c. Action orientation In general terms, what do you think is the current organizational culture and how does this orientation impact the performance of the individual units and the organization as a whole? Answer: Through the years, USCIS has always had a productive work culture focused upon the Mission and Vision of the agency. The commitment of USCIS in protecting the interests of the American people has always been a driving force for success and this would not be possible without the individual contribution of each and every employee. It should be mentioned that the mandated duty of the USCIS can be a daunting task as the United States has the largest number of migrants coming in from different countries on a daily basis as compared to any other country in the world, and yet USCIS has always managed to serve the country well. d. Communication about performance In your opinion, what is the most problematic reason for miscommunication or misrepresentation of performance information within the organization? Answer: In view of the fact that it is my duty as Chief Information Officer to intimately know the communication structures within the organization, I can state with certainty that miscommunication in the agency has never been a very damaging problem. I have said before that miscommunication is caused by unfamiliarity with one’s work. Wrong information can easily be detected due to the large number of people constantly monitoring the performance outputs of other units for purposes of comparison and planning. 3. Concerning alignment What do you think would be the best course of action to align the work behaviour of personnel with organizational/structural goals and objectives? Answer: The efficient exchange of information among people in any given unit as well as with other units or sections in the organization can help foster a harmonious atmosphere which would be conducive to the productive alignment of goals between the management and the workforce. It should be recognized, however, that an efficient system of communication is merely a platform for management to reach out to its people; well-planned strategies designed to achieve such a purpose should be prepared and presented as well. 5. Performance Management Analysis of USCIS 5.1 Performance Management Table for USCIS Section 1 Performance Aspect 1 Responsibility structure 2 Content of the performance information 3 Integrity of the performance information 4 Manageability of the performance information 5 Accountability 6 Management style 7 Action orientation 8 Communication about performance 9 Alignment Focus Structure Structure Structure Structure Behavior Behavior Behavior Behavior Balanced Current Desired Mean Percentage Average Average Difference Difference 6 6.2 5.8 4.4 7.6 8 8 6.8 7.4 7.75 1.75 22.58 % 8.2 1 12.19 % 7.8 2 25.64 % 6 1.6 26.67 % 8.4 .8 9.52 % 9.2 1.2 13.04 % 9.2 1.2 13.04 % 9 2.2 24.44 % 9.2 1.8 19.56 % Note: This is just a hypothetical example. Table 1 above can be expressed in the following radar diagram as presented below in Figure 1. Performance Management Radar Diagram for USCIS Section 1 Alignment 10 Communication 8 6 Responsibility structure 4 Action orientation 2 0 Content Management style Integrity Accountability Manage ability Current Desir ed Note: This is just a hypothetical example. Table 2 below represents the average scores derived from the survey answers of the Section Head of USCIS Section 2 … So on and so forth ………………….. …………… 6. Feasibility Analysis of USCIS Table 7 below shows the feasibility analysis questionnaire which was likewise distributed to the respondents. The same rating scheme utilizing scores ranging from 1 to 10 was applied for this purpose. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system does not provide them with sufficient support? 2. Do organizational members agree on the necessity and the importance of performance management? 3. Is the organization itself stable? 4. Is the organization’s working environment stable? 5. Do organizational members agree on the starting time of the performance management improvement project? 6. Are there enough resources available for the performance management improvement project? 7. Are there any other change processes in progress within the organization that have a relation with the performance management improvement project? 8. Is the management team sufficiently involved in the performance management improvement project? 9. Are there organizational members that have earlier positive experiences with performance management? 10. Do organizational members have clear insight into global immigration issues and the position of the organization in it? 11. Has the organization a mission and a strategy? 12. Do organizational members have insight into the processes, the organizational structure, and the relationship between these? 13. Does the organization have an open communication structure? Table 8 below shows the individual and combined average scores from the ratings provided by the section heads for the questionnaire above: Q Section 1 Section 2 Section 3 1 7 6 9 Section 4 8 Section 5 7 Average 7.4 2 9 9 10 8 7 8.6 3 9 8 9 6 6 7.6 4 8 6 6 6 5 5 9 8 9 7 6 6 8 7 9 8 8 7 8 7 9 6 5 8 6 6 8 8 6 9 6 5 9 7 6 10 7 6 8 9 9 11 8 8 10 9 8 12 6 5 8 8 6 13 8 6 9 9 8 Note: This is just a hypothetical example. 7. Discussion Each of the thirteen questions in the feasibility analysis questionnaire was categorized according to its relevance in the Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)nine aspects of the Performance Management AnalysisEnd Match which were previously discussed in an earlier section of this paper. In view of this, Table 9 below shows the categorization of the said questions and its comparison with the previous results of the PMA for USCIS. Question Begin Match to source 6 in source list: http://ngsednet.org/documents/TeamScheduleFinal.pdfNo. 1 2 3 4 5 6 7 8End Match PMA Aspect Behavioral – Action Orientation Structural – Integrity Behavioral – Accountability Structural – Manageability Structural – Content Structural – Manageability Behavioral – Management Style Structural – Responsibility Struc ture Feasibility PMA Rati ng 7.33 7.93 9.33 7.4 8.67 6.33 6.67 6.42 8.67 7.33 8 5.8 8 7.13 6.67 5.8 Rating Difference 0.6 1.93 2.34 0.25 1.34 2.2 0.87 0.87 9 10 Behavioral – Accountability Al ignment 6.67 7.33 7 7 0.66 0 11 12 Structural – Content Al ignment 8.67 7.13 6.33 7 1.54 0.67 Behavioral – Communication Note: This is just a hypothetical example. until the proceeding section… 13 These results will be discussed in this section of the paper from this 7.67 7.6 point onwards 0.07 Begin Match to source 3 in source list: http://www.immigrationeis.org/eis-documents/us-demographic-historyFamily-sponsored 710,000 Employment-based 145,000 Diversity programs 50,000 Refugees and asylum seekers 160,000 Other categories 25,000 Total legal immigration 1,090,000 Illegal immigration (uncertain and highlyEnd Match va riable) Begin Match to source 3 in source list: http://www.immigrationeis.org/eis-documents/us-demographic-history~200,000 Total immigration (legal and illegal) ~1,300,000End Match Performance Management Analysis In order to assess the performance of the USCIS, the management of five sections was evaluated. It was necessary to collaborate with several executives of the agency and as such, the study initially involved the distribution of Performance Management Analysis [PMA] survey forms which were accordingly answered as presented. The survey consisted of 44 statements which can be subdivided into the nine aspects of the performance management analysis method as posited by de Waal in 2004. In regard to this, the respondents were requested to rate [from 1 to 10] forty-four statements pertaining to the performance-driveness of their respective departments. A rate of 1 Begin Match to source 11 in source list: http://www.johndawes.com.au/Dawes website page2/files/page2_4.xlsis the lowestEnd Match possible Begin Match to source 11 in source list: http://www.johndawes.com.au/Dawes website page2/files/page2_4.xlsscoreEnd Match while Begin Match to source 11 in source list: http://www.johndawes.com.au/Dawes website page2/files/page2_4.xls10 is the highest.End Match For each statement, one sco re i s gi ven for the ‘current’ status of t he department and another score is given for the ‘desi red’ status of t he department. St atements 1-4 represent the ‘Responsibili ty Structure’ aspect; s tatements 5-9 represent the ‘Content of Performance Information’ a spect; statements 10-14 represent the ‘Int egrity of Performance Information’ aspect; sta tements 15-19 represent the ‘Manageability of Performance Informatio n; s tatements 20-24 represent the ‘Account ability’ aspect; statements 25-29 repr esent the ‘Manageme nt Style’ aspect; stat ements 30-34 represent the ‘Action Ori entation’ aspect; s tate ments 35-39 represent the ‘Communication about Performance aspect; and finally, statements 40-44 represent the ‘Alignment’ aspect of the PMA method. Performance management analysis is divided into three categories which include structural, behavioral, and alignment aspects. The structural category is further subdivided into four aspects which include: 1) Responsibility structure which pertains to the steering of personnel actions at all management levels towards the objectives of the company; 2) Content which pertains to a balanced set of performance information which focuses on Begin Match to source 4 in source list: http://ro.uow.edu.au/cgi/viewcontent.cgi?article=4229&context=commpapersCritical Success Factors [CSFs] and Key Performance Indicators [KPIs]End Match to achieve targets which are derived from benchmarking; 3) Integrity which pertains to the reliability of data which can be achieved through timely and consistent delivery of pertinent information; and, 4) Manageability which pertains to an efficient information distribution system where access to reports and detailed performance information are designed to be user-friendly (de Waal, 2004 p.165). The behavioral category can likewise be subdivided into four aspects and these include: 1) Accountability which pertains to the relevancy of performance information, the results of which can be improved on all management levels; 2) Management style pertains to the visibility of management commitment towards the enhancement of organizational culture for all management levels; 3) Action orientation pertains to the integration of performance information into the daily activities for the purpose of resolving current problems and similar scenarios in the future; 4) Communication pertains to the efficiency of the communication system within and between organizational levels which follows a structural framework for the regular sharing of performance information (de Waal, 2004 p.165). Finally, the ‘Alignment’ category pertains to the alignment of performance management with tools such as performance evaluation, rewarding, and training for the purpose of acquiring the sympathy and support of personnel on all management levels in order to improve organizational performance. Respondent #1: Lori Scialabba This section is for respondent #1, Mr. Lori Scialabba, who is currently the Deputy Director at USCIS. Mr. Scialabba, like all the other respondents, was contacted directly through LinkedIn.com’s InMail feature [the user must be signed in into the LinkedIn.com system in order to view the page] (http://www.linkedin.com/profile/view?trk=vsrp_people_res_name&srchtotal=2&authType=NAME_SEARCH&srchindex=2&t rkInfo=VSRPsearchId:1766354581381471789754,VSRPtargetId:294128735,VSRPcmpt:primary&srchid =1766354581381471789754&locale=en_US&id=294128735&authToken=Vn3z). The Performance Management Analysis method was derived from A.A. de Waal (2011) of the Center for Organizational Performance; the Performance Management Feasibility Analysis is similarly from A.A. de Waal (2007); and the interview questions were thus based on the principles of performance management as prescribed by de Waal. Presented below are the responses of Mr. Scialabba to the survey and interview: The Performance Management Analysis This survey contains statements in regard to the performance-driveness of your organization/unit. Please indicate per statement on a scale of 1 to 10 how much the statement is valid for your organization/unit. When the statement is somewhat not valid or not valid at all, give a score of between 1 and 5. If the statement is valid or very valid, please give a score between 6 and 10. Filling-in the survey will take you approximately between 15-20 minutes. Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Elements of performance-driveness CURRENT DESIRED 1 A clear choice has been made in our organization as to how close and strict higher management manages and controls lower management levels. 10 10 2 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)There are clear agreements on who in theEnd Match organization Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)is responsible for which tasks.End Match 3 Higher management issues clear strategic guidelines and targets that I have to meet. 4 Higher management keeps to agreements made and only intervenes on my level when certain predefined performance ranges are exceeded. 5 My performance information consists of Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)a set of financial and non-financialEnd Match data. 6 Execution of the strategy on my level is structurally monitored with Begin Match to source 5 in source list: http://www.csoonline.com/article/220639/iso-itil-cobit-the-management-process-alphabet-soupCritical Success Factors (CSF) and Key Performance Indicators (KPI).End Match 7 Corporate Begin Match to source 5 in source list: http://www.csoonline.com/article/220639/iso-itil-cobit-the-management-process-alphabet-soupandEnd Match unit strategies (and accompanying CSF and KPI) are all aligned. 8 My targets are set compared to competitors/comparable organizations (using external benchmarking). 9 My performance is compared frequently with that of other organizational units, and the comparison is put openly on a ranking list (peer pressure). 10 The performance information I receive is always reliable. 11 My wishes and needs in regard to performance information are regularly inventoried so it stays relevant to me. 12 Performance information is always reported to me on time, so I can use it as basis for decision making. 13 There are no inconsistencies between various reports or between reports and information systems. 14 There is a high degree of standardization of performance data, so results from different organizational units can easily be compared. 15 My performance information consists of a combination of numbers and graphs, so I can easily read and comprehend it. 16 I only receive relevant performance information, so the volume of information I get stays limited. 17 Only exceptional results (negative and/or positive) are reported to me, so I know what to focus on. 18 Performance information is available via an easy and accessible management information system. 19 A reporting portal creates a one-stop-shop through which I can access all performance information (for instance from the desktop). 20 My performance information covers my area of responsibility adequately, so it provides me with an accurate picture of the state-of-affairs of my unit. 10 9 10 10 9 10 9 10 8 9 9 10 10 10 8 9 9 10 9 10 10 10 9 10 9 10 8 9 8 7 10 9 9 10 10 10 8 9 21 I always use performance information to manage and steer my people. 7 8 22 I can and do influence the results of my performance indicators positively. 9 10 23 I Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)feel responsible for the results of the indicators of bothEnd Match the organization and my own responsibility area. 9 9 24 I am involved in modifying my own performance indicators, so that I stay committed to them. 9 10 25 Higher management frequently and visibly makes use of the performance information (i.e. by 10 10 26 regularly discussing it with me and others). Higher management is interested in my results both at fixed formal moments and at informal 10 10 encounters. 27 Performance information is used by higher management to continuously encourage me to improve my results. 9 10 28 Performance information is used by higher management to stimulate and coach me. 9 9 29 Higher management always confronts me with my results when they are below target, and the confrontation always has consequences. 9 9 30 31 I always analyze lagging results, to uncover root causes of problems. I regard performance information as essential for my day-to-day activities. 10 9 10 10 32 I always use performance information to take corrective actions, in order to improve lagging results. 8 9 33 Every quarter, I make forecasts of my expected results for the next 4-6 quarters (rolling forecasts). 10 10 34 I always use performance information as the basis for making decisions. 8 8 35 Higher management frequently communicates about the overall results, so I am always informed about the status of the organization. 10 10 36 I frequently and openly communicate with top management, so they have good insight into the 10 10 37 status of the organization. Management stimulates frequent and open communication between organizational units about their 8 9 38 results, so they can learn from each other. I regularly share information about my performance with other organizational units. 7 9 39 Higher management always takes my visions, opinions, and experiences into account when 8 9 formulating the organization’s strategy. 40 Performance information is structurally used as input and basis for my performance evaluation. 8 8 41 Performance information is structurally used as input and basis for setting my rewards. 9 10 42 Performance information is structurally used as input when designing my training program. 8 10 43 44 Using performance management has definitely improved my results. I regard performance management as a useful tool for improving my results. 8 9 9 9 Alignment Communication 8 10 Responsibility structure 6 4 Action orientation 2 Content 0 Management style Integrity Accountability Manageability Curre nt Desired The Feasibility Analysis Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system provides them with sufficient support? 8 2. Do organizational members agree on the necessity and the importance of performance management? 8 3. Is the organization itself stable? 10 4. Is the organization’s working environment stable? 10 5. Do organizational members agree on the starting time of the performance management imp rovement project? 8 6. Are there enough resources available for the performance management improvement project? 5 7. Are there any other change processes in progress within the organization t hat have a relatio n with the performance management improvement project? 10 8. Is the management team sufficiently involved in the performance management improvement project? 9 9. Are there organizational members that have earlier positive experiences with performance management? 7 10. Do organizational members have clear insight into immigration issues and the position of the organization in it? 9 11. Has the organization a mission and a strategy? 10 12. Do organizational Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)members have insight into the business processes,End Match the organizational structure, Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)andEnd Match the relationship between these? 9 13. Does the organization have an open communication structure? 8 Interview Questions (9 questions) 4. Concerning organizational structure a. Responsibility structure In terms of the performance of duties and responsibilities within your unit, what was the most common cause of failure in meeting the directives of higher management? Answer: There can be instances when established directives from higher management may not necessarily coincide with unexpected current developments requiring the undertaking of new directions. Naturally, all changes in plans require the approval of higher management before implementation. b. Content of performance management information How does the content of performance management information create problems for your unit and how does it impact your association with other units in the organization? Answer: Previously unexplored issues can sometimes come in and for some sections, this may create confusion with regards to which section should be responsible and where the new data should be incorporated into the system. Thus, the content of the performance information constantly adapts to the current situation as an outdated system impacts strategies and targets of the different sections, each with distinctive goals and objectives. c. Integrity of performance information In your opinion, when was the worst instance that inaccurate performance information created organizational problems, either within your unit or outside it? Answer: Aside from what I have mentioned above, the system works pretty well for us. d. Manageability of performance information In your opinion, what negative factor mostly contributes to the unmanageability of performance information within your unit or outside it? Answer: There have been very few instances wherein the manageability of performance information became a problem for us in the top management. I suppose such instances can be considered negligible. For the lower ranks of leadership, problems may originate from changes in manpower, especially for supervisory positions when there is an insufficient turn-over of work between outgoing and incoming USCIS personnel. Such occurrences can be avoided, however. 5. Concerning behavior a. Accountability What would you do to improve the awareness for personal accountability or individual performance of people in the organization? Answer: I believe that the annual conduct of performance assessment for USCIS personnel is already a good way to monitor and maintain personal accountability although it can still be enhanced by further raising awareness and specialization through training programs designed to foster teamwork and improve team output. b. Management style How do you think does the management style of top management affect the behavior and performance of lower leadership and the people under them? Answer: The behavior of top management always has an impact on the work culture, from top to bottom, and the fact that USCIS continues to be an efficient and productive agency in the public sector bespeaks of the effective management style of the top management. c. Action orientation In general terms, what do you think is the current organizational culture and how does this orientation impact the performance of the individual units and the organization as a whole? Answer: As I have mentioned, the organizational culture is one of efficiency. It is not possible to achieve such a level of professionalism without a combined, collective effort from competent individuals working towards a single goal. d. Communication about performance In your opinion, what is the most problematic reason for miscommunication or misrepresentation of performance information within the organization? Answer: Interaction of people within and between units through an efficient communication system is paramount to the attainment of organizational goals and objectives. It is for this reason that top management gives special attention to the utilization of an efficient system to facilitate communication flows within USCIS. The accuracy of shared information, however, would largely depend on individual sources. As such, section heads are constantly reminded to monitor the accuracy of data coming out of their respective units. 6. Concerning alignment What do you think would be the best course of action to align the work behavior of personnel with organizational/structural goals and objectives? Answer: Nothing can be better than well-designed training programs which create a productive/dynamic culture by aligning individual work behavior with organizational goals and objectives. Nevertheless, the duty of the supervisors directly in contact with the employees is crucial in optimizing and maintaining individual and team outputs. As such, top management constantly sees to it that competent supervisors are in place. 95 Respondent #2: James Mccament This section is for respondent #2, Mr. James Mccament, who is currently the Chief of the Office of Legislative Affairs. Like all the other respondents, Mr. Mccament was contacted directly through LinkedIn.com’s InMail feature (http://www.linkedin.com/pub/james-w-mccament/5/757/8bb). Presented below are the responses of Mr. Mccament to the survey and interview: The Performance Management Analysis This survey contains statements in regard to the performance-driveness of your organization/unit. Please indicate per statement on a scale of 1 to 10 how much the statement is valid for your organization/unit. When the statement is somewhat not valid or not valid at all, give a score of between 1 and 5. If the statement is valid or very valid, please give a score between 6 and 10. Filling-in the survey will take you approximately between 15-20 minutes. Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Elements of performance-driveness 1 A clear choice has been made in our organization as to how close and strict higher management manages and controls lower management levels. 2 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)There are clear agreements on who in theEnd Match organization Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)is responsible for which tasks.End Match 3 Higher management issues clear strategic guidelines and targets that I have to meet. 4 Higher management keeps to agreements made and only intervenes on my level when certain predefined performance ranges are exceeded. 5 My performance information consists of Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)a set of financial and non-financialEnd Match data. 6 Execution of the strategy on my level is structurally monitored with Begin Match to source 4 in source list: http://ro.uow.edu.au/cgi/viewcontent.cgi?article=4229&context=commpapersCritical Success Factors (CSF) and Key Performance Indicators (KPI).End Match CURRENT DESIRED 9 10 8 9 10 10 10 10 10 10 10 10 7 Corporate and unit strategies (and accompanying CSF and KPI) are all aligned. 8 My targets are set compared to competitors/comparable organizations (using external benchmarking). 9 My performance is compared frequently with that of other organizational units, and the comparison is put openly on a ranking list (peer pressure). 10 The performance information I receive is always reliable. 11 My wishes and needs in regard to performance information are regularly inventoried so it stays relevant to me. 12 Performance information is always reported to me on time, so I can use it as basis for decision making. 13 There are no inconsistencies between various reports or between reports and information systems. 14 There is a high degree of standardization of performance data, so results from different organizational units can easily be compared. 15 My performance information consists of a combination of numbers and graphs, so I can easily read and comprehend it. 16 I only receive relevant performance information, so the volume of information I get stays limited. 17 Only exceptional results (negative and/or positive) are reported to me, so I know what to focus on. 18 Performance information is available via an easy and accessible management information system. 19 A reporting portal creates a one-stop-shop through which I can access all performance information (for instance from the desktop). 20 My performance information covers my area of responsibility adequately, so it provides me with an accurate picture of the state-of-affairs of my unit. 21 I always use performance information to manage and steer my people. 9 10 8 9 8 9 8 10 8 9 10 10 7 10 8 10 8 8 8 8 10 8 8 10 10 10 8 10 8 8 22 I can and do influence the results of my performance indicators positively. 10 10 23 I Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)feel responsible for the results of the indicators of bothEnd Match the organization and my own responsibility area. 9 9 24 I am involved in modifying my own performance indicators, so that I stay committed to them. 10 10 25 Higher management frequently and visibly makes use of the performance information (i.e. by 10 10 26 regularly discussing it with me and others). Higher management is interested in my results both at fixed formal moments and at informal 10 10 encounters. 27 Performance information is used by higher management to continuously encourage me to improve my results. 9 9 28 Performance information is used by higher management to stimulate and coach me. 7 7 29 Higher management always confronts me with my results when they are below target, and the confrontation always has consequences. 10 9 30 31 I always analyze lagging results, to uncover root causes of problems. I regard performance information as essential for my day-to-day activities. 10 9 10 9 32 I always use performance information to take corrective actions, in order to improve lagging results. 8 8 33 34 Every quarter, I make forecasts of my expected results for the next 4-6 quarters (rolling forecasts). I always use performance information as the basis for making decisions. 5 5 5 5 35 Higher management frequently communicates about the overall results, so I am always informed about the status of the organization. 10 10 36 I frequently and openly communicate with top management, so they have good insight into the 10 10 37 status of the organization. Management stimulates frequent and open communication between organizational units about their 10 10 38 results, so they can learn from each other. I regularly share information about my performance with other organizational units. 7 7 39 Higher management always takes my visions, opinions, and experiences into account when 10 10 formulating the organization’s strategy. 40 Performance information is structurally used as input and basis for my performance evaluation. 9 9 41 42 Performance information is structurally used as input and basis for setting my rewards. Performance information is structurally used as input when designing my training program. 9 10 9 10 43 44 Using performance management has definitely improved my results. I regard performance management as a useful tool for improving my results. 7 7 7 7 99 Alignment 10 Communication 8 Responsibility structure 6 4 Action orientation 2 Content 0 Management style Integrity Accountability Manageability Curre nt Desired The Feasibility Analysis Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system provides them with sufficient support? 2. Do organizational members agree on the necessity and the importance of performance management? 3. Is the organization itself stable? 4. Is the organization’s working environment stable? 5. Do organizational members agree on the starting time of the performance management improvement project? 6. Are there enough resources available for the performance management improvement project? 7. Are there any other change processes in progress within the organization that have a relation with the performance manageme nt improvement project? 8. Is the management team sufficiently involved in the performance management improvement project? 9. Are there organizational members that have earlier positive experiences with performance management? 10. Do organizational members have clear insight into immigration issues and t he position of the organization in it? 11. Has the organization a mission and a strategy? 12. Do organizational members have insight into the business processes, the organizational struc ture, and the relationship between these? 13. Does the organization have an open communication structure? 8 8 10 10 8 5 10 10 9 8 10 8 7 101 Interview Questions (9 questions) 4. Concerning organizational structure a. Responsibility structure In terms of the performance of duties and responsibilities within your unit, what was the most common cause of failure in meeting the directives of higher management? Answer: External factors such as legal setbacks can cause delays in meeting higher management directives. Although meeting such deadlines can sometimes be a problem, the missions eventually get done after legal resolutions. b. Content of performance management information How does the content of performance management information create problems for your unit and how does it impact your association with other units in the organization? Answer: Outdated information can always be detrimental to the kind of work that we do in the Office of Legislative Affairs. Aside from the negative impact that such false data can create between OLA and other internal sections in the agency, we often deal with other government and private agencies and wrong data can be damaging. c. Integrity of performance information In your opinion, when was the worst instance that inaccurate performance information created organizational problems, either within your unit or outside it? Answer: In as much as I support studies such as yours, I do not believe I am at liberty to divulge information of this nature. We have our designated official spokesperson for this purpose. d. Manageability of performance information In your opinion, what negative factor mostly contributes to the unmanageability of performance information within your unit or outside it? Answer: Any type of organization inside or outside the public sector would have problems with outdated or inaccurate information. I believe a large part of the problem can come from an inefficient communications system which can definitely cause unmanageability of performance data. 5. Concerning behavior a. Accountability What would you do to improve the awareness for personal accountability or individual performance of people in the organization? Answer: It is still the practice in many public sector organizations around the world to impose sanctions for problems emanating from personal negligence, especially when it creates substantial damage to the organization, in order to raise the awareness level of the workforce with regards to personal accountability. In the case of USCIS, sanctions are imposed in accordance with government guidelines although I think it would help if all personnel are enjoined to participate in the formulation of sanctions for related offences. In this manner, everyone in the agency would be more conscious of their actions and of the resulting consequences of negligence and/or incompetence in the workplace. b. Management style How do you think does the management style of top management affect the behavior and performance of lower leadership and the people under them? Answer: I think the management style of the top leadership in USCIS is sufficient to address the demands of the agency’s mandate. Everything is done in accordance with predefined policies and all personnel in the lower ranks understand and abide by these policies. I say it is ‘sufficient’ because since joining USCIS, I have not experienced a major incident wherein the agency’s workforce collectively protested against the decisions and actions of top management. c. Action orientation In general terms, what do you think is the current organizational culture and how does this orientation impact the performance of the individual units and the organization as a whole? Answer: In order to fulfill its mandated tasks, the USCIS operates in a cultural environment of efficiency propelled by the necessity Begin Match to source 7 in source list: http://www.filetax.com/mayrand/Mayrand.pdfto protect theEnd Match interests Begin Match to source 7 in source list: http://www.filetax.com/mayrand/Mayrand.pdfof the American people,End Match regardless of changes Begin Match to source 7 in source list: http://www.filetax.com/mayrand/Mayrand.pdfinEnd Match the immigration scenario. This means that the agency is prepared for any contingency requiring adaptation to varying situations. d. Communication about performance In your opinion, what is the most problematic reason for miscommunication or misrepresentation of performance information within the organization? Answer: Miscommunication of performance information can originate from unintentional human errors but I define misrepresentation as a more serious offence requiring immediate disciplinary recourse. Moreover, miscommunication can be minimized by an effective communications system within the organization but misrepresentation connotes intent to mislead. All organizations, regardless of the nature of operations, have its share of people who want to intentionally misrepresent and the USCIS is not an exception although it is not difficult to identify such personalities and apply corrective action. Nevertheless, the problem is minimal and does no lasting damage. 6. Concerning alignment What do you think would be the best course of action to align the work behavior of personnel with organizational/structural goals and objectives? Answer: The participation of all personnel in the planning, formulation, implementation, enforcement, and attainment of organizational targets would be an ideal environment for the alignment of the organizational and personal goals. To achieve this, an efficient system of communication has to be maintained constantly in order to facilitate coordinative and cooperative interaction between all the stakeholders. 106 Respondent #3: Rendell Jones This section is for respondent #3, Mr. Rendell Jones, who is currently an Associate Director of USCIS. Like all the other respondents, Mr. Jones was contacted directly through LinkedIn.com’s InMail feature (http://www.linkedin.com/pub/rendell- jones/9/91a/842). Presented below are the responses of Mr. Jones to the survey and interview: The Performance Management Analysis This survey contains statements in regard to the performance-driveness of your organization/unit. Please indicate per statement on a scale of 1 to 10 how much the statement is valid for your organization/unit. When the statement is somewhat not valid or not valid at all, give a score of between 1 and 5. If the statement is valid or very valid, please give a score between 6 and 10. Filling-in the survey will take you approximately between 15-20 minutes. Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Elements of performance-driveness 1 A clear choice has been made in our organization as to how close and strict higher management manages and controls lower management levels. 2 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)There are clear agreements on who in theEnd Match organization Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)is responsible for which tasks.End Match 3 Higher management issues clear strategic guidelines and targets that I have to meet. 4 Higher management keeps to agreements made and only intervenes on my level when certain predefined performance ranges are exceeded. 5 My performance information consists of Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)a set of financial and non-financialEnd Match data. 6 Execution of the strategy on my level is structurally monitored with Begin Match to source 4 in source list: http://ro.uow.edu.au/cgi/viewcontent.cgi?article=4229&context=commpapersCritical Success Factors (CSF) and Key Performance Indicators (KPI).End Match CURRENT DESIRED 8 9 7 9 9 9 8 9 9 9 8 9 7 Corporate and unit strategies (and accompanying CSF and KPI) are all aligned. 8 My targets are set compared to competitors/comparable organizations (using external benchmarking). 9 My performance is compared frequently with that of other organizational units, and the comparison is put openly on a ranking list (peer pressure). 10 The performance information I receive is always reliable. 11 My wishes and needs in regard to performance information are regularly inventoried so it stays relevant to me. 12 Performance information is always reported to me on time, so I can use it as basis for decision making. 13 There are no inconsistencies between various reports or between reports and information systems. 14 There is a high degree of standardization of performance data, so results from different organizational units can easily be compared. 15 My performance information consists of a combination of numbers and graphs, so I can easily read and comprehend it. 16 I only receive relevant performance information, so the volume of information I get stays limited. 17 Only exceptional results (negative and/or positive) are reported to me, so I know what to focus on. 18 Performance information is available via an easy and accessible management information system. 19 A reporting portal creates a one-stop-shop through which I can access all performance information (for instance from the desktop). 20 My performance information covers my area of responsibility adequately, so it provides me with an accurate picture of the state-of-affairs of my unit. 21 I always use performance information to manage and steer my people. 8 9 8 9 7 9 8 9 9 9 9 9 7 9 7 9 8 9 8 9 7 9 9 9 9 9 8 9 9 9 22 I can and do influence the results of my performance indicators positively. 9 9 23 24 area. I am involved in modifying my own performance indicators, so that I stay committed to them. 8 8 9 9 I Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)feel responsible for the results of the indicators of bothEnd Match the organization and my own responsibility 25 regularly discussing it with me and others). 9 9 Higher management frequently and visibly makes use of the performance information (i.e. by 26 Higher management is interested in my results both at fixed formal moments and at informal encounters. 9 9 27 my results. 8 9 Performance information is used by higher management to continuously encourage me to improve 28 Performance information is used by higher management to stimulate and coach me. 7 9 29 Higher management always confronts me with my results when they are below target, and the confrontation always has consequences. 7 9 30 31 I always analyse lagging results, to uncover root causes of problems. I regard performance information as essential for my day-to-day activities. 9 9 9 9 32 I always use performance information to take corrective actions, in order to improve lagging results. 8 9 33 34 Every quarter, I make forecasts of my expected results for the next 4-6 quarters (rolling forecasts). I always use performance information as the basis for making decisions. 8 7 9 9 35 Higher management frequently communicates about the overall results, so I am always informed about the status of the organization. 9 9 36 I frequently and openly communicate with top management, so they have good insight into the 9 9 37 status of the organization. Management stimulates frequent and open communication between organizational units about their 8 9 38 results, so they can learn from each other. I regularly share information about my performance with other organizational units. 8 9 39 Higher management always takes my visions, opinions, and experiences into account when 9 9 formulating the organization’s strategy. 40 Performance information is structurally used as input and basis for my performance evaluation. 8 9 41 42 Performance information is structurally used as input and basis for setting my rewards. Performance information is structurally used as input when designing my training program. 8 8 9 9 43 44 Using performance management has definitely improved my results. I regard performance management as a useful tool for improving my results. 8 8 9 9 110 Alignment 10 Communication 8 Responsibility structure 6 4 Action orientation 2 Content 0 Management style Integrity Accountability Manageability Curre nt Desired The Feasibility Analysis Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system provides them with sufficient support? 8 2. Do organizational members agree on the necessity and the importance of performance management? 8 3. Is the organization itself stable? 10 4. Is the organization’s working environment stable? 10 5. Do organizational members agree on the starting time of the performance management imp rovement project? 8 6. Are there enough resources available for the performance management improvement project? 6 7. Are there any other change processes in progress within the organization that have a relatio n with the performance management improvement project? 10 8. Is the management team sufficiently involved in the performance management improvement project? 9 9. Are there organizational members that have earlier positive experiences with performance management? 8 10. Do organizational members have clear insight into immigration issues and the position of the organization in it? 9 11. Has the organization a mission and a strategy? 10 12. Do organizational Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)members have insight into the business processes,End Match the organizational structure, Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)andEnd Match the relationship between these? 9 13. Does the organization have an open communication structure? 8 112 Interview Questions (9 questions) 4. Concerning organizational structure a. Responsibility structure In terms of the performance of duties and responsibilities within your unit, what was the most common cause of failure in meeting the directives of higher management? Answer: I have observed that circumstances beyond the control of people in the organization have been the most common cause of failure. This usually emanates from an external source and one good example of this is the current government shutdown that the country is experiencing on a federal level. The USCIS is completely affected by it and there is nothing that anyone else in the organization can do except to wait and hope that the crisis ends soon. Other than this, other related problems are too insignificant to mention because they do not really result in complete failure as corrective measures are immediately applied. b. Content of performance management information How does the content of performance management information create problems for your unit and how does it impact your association with other units in the organization? Answer: With regards to the content of performance information, I would not really refer to it as ‘problems’; ‘inconveniences’ would be a better word. I am pertaining to instances when I perceive the structural content of performance information to favor some units more over the others. A good example would be the large amount of financial data in the reports; this favours the Finance and the Accounting sections but it does not sufficiently describe the state-of-affairs of the Office of Legislative Affairs. c. Integrity of performance information In your opinion, when was the worst instance that inaccurate performance information created organizational problems, either within your unit or outside it? Answer: Changes in manpower, especially in critical positions, can cause some minor and temporary setbacks because of the probability of work backlogs [sometimes even outdated data come out] but it does not really cause long-term substantial problems inside or outside of the agency. Of course, this happens to all organizations. d. Manageability of performance information In your opinion, what negative factor mostly contributes to the unmanageability of performance information within your unit or outside it? Answer: I think that USCIS has always been efficient in handling performance information although I can say that this ability largely relies on the efficiency and reliability of the communication structure that is utilized. The management of performance information should be easy with a good program in place. 5. Concerning behaviour a. Accountability What would you do to improve the awareness for personal accountability or individual performance of people in the organization? Answer: I have always believed in the influence that supervisors have on the people directly under them. The influence can be bad or good but the bottom line is that the level of their competence is normally reflected in the productiveness or unproductiveness of the concerned unit. Despite intervention from higher leadership, a supervisor lacking in personal accountability skills would not produce good results. Therefore, higher management should always see to it that only qualified people are assigned at such critical positions of responsibility. b. Management style How do you think does the management style of top management affect the behaviour and performance of lower leadership and the people under them? Answer: As I have mentioned, the leadership quality of a supervisor can be evident in the effectiveness or ineffectiveness of his people. The same is true for the top management and since it is apparent that the agency as a whole is doing quite well in its mandated tasks, then it is safe to assume that there is good management from the top. c. Action orientation In general terms, what do you think is the current organizational culture and how does this orientation impact the performance of the individual units and the organization as a whole? Answer: Despite the government shutdown which tends to lower the morale [especially because of its economic effects] of the workforce, I am certain that once the normal routines resume, the work culture among people in the USCIS will continue to be positive. d. Communication about performance In your opinion, what is the most problematic reason for miscommunication or misrepresentation of performance information within the organization? Answer: There can only be two reasons for miscommunication or misrepresentation: honest mistakes or incompetence. In USCIS, the latter is never tolerated without consequences. 6. Concerning alignment What do you think would be the best course of action to align the work behaviour of personnel with organizational/structural goals and objectives? Answer: The best course of action would be to ask the employees themselves. They are in the best position to know how to align their personal circumstances with the goals of the agency. Constant exchange of ideas between the management and the employees can be beneficial if it is followed by mutually-acceptable measures or policies. 117 Respondent #4: Denise Vanison This section is for respondent #4, Ms. Denise Vanison, who is currently the Chief of the Office of Policy and Strategy at USCIS. Like all the other respondents, Ms. Vanison was contacted directly through LinkedIn.com’s InMail feature (http://www.linkedin.com/pub/denise-vanison/52/602/859). Presented below are the responses of Ms. Vanison to the survey and interview: The Performance Management Analysis This survey contains statements in regard to the performance-driveness of your organization/unit. Please indicate per statement on a scale of 1 to 10 how much the statement is valid for your organization/unit. When the statement is somewhat not valid or not valid at all, give a score of between 1 and 5. If the statement is valid or very valid, please give a score between 6 and 10. Filling-in the survey will take you approximately between 15-20 minutes. Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Elements of performance-driveness 1 A clear choice has been made in our organization as to how close and strict higher management manages and controls lower management levels. 2 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)There are clear agreements on who in theEnd Match organization Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)is responsible for which tasks.End Match 3 Higher management issues clear strategic guidelines and targets that I have to meet. 4 Higher management keeps to agreements made and only intervenes on my level when certain predefined performance ranges are exceeded. 5 My performance information consists of a set of financial and non-financial data. 6 Execution of the strategy on my level is structurally monitored with Critical Success Factors (CSF) CURRENT DESIRED 9 10 9 9 10 10 9 10 9 9 10 10 and Key Performance Indicators (KPI). 7 Corporate and unit strategies (and accompanying CSF and KPI) are all aligned. 8 My targets are set compared to competitors/comparable organizations (using external benchmarking). 9 My performance is compared frequently with that of other organizational units, and the comparison is put openly on a ranking list (peer pressure). 10 The performance information I receive is always reliable. 11 My wishes and needs in regard to performance information are regularly inventoried so it stays relevant to me. 12 Performance information is always reported to me on time, so I can use it as basis for decision making. 13 There are no inconsistencies between various reports or between reports and information systems. 14 There is a high degree of standardization of performance data, so results from different organizational units can easily be compared. 15 My performance information consists of a combination of numbers and graphs, so I can easily read and comprehend it. 16 I only receive relevant performance information, so the volume of information I get stays limited. 17 Only exceptional results (negative and/or positive) are reported to me, so I know what to focus on. 18 Performance information is available via an easy and accessible management information system. 19 A reporting portal creates a one-stop-shop through which I can access all performance information (for instance from the desktop). 20 My performance information covers my area of responsibility adequately, so it provides me with an accurate picture of the state-of-affairs of my unit. 21 I always use performance information to manage and steer my people. 8 10 9 10 8 10 8 10 9 10 9 10 8 10 9 10 9 10 8 8 9 10 10 10 9 10 9 10 9 10 22 I can and do influence the results of my performance indicators positively. 9 10 23 24 area. I am involved in modifying my own performance indicators, so that I stay committed to them. 9 9 10 10 I Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)feel responsible for the results of the indicators of bothEnd Match the organization and my own responsibility 25 regularly discussing it with me and others). 8 10 Higher management frequently and visibly makes use of the performance information (i.e. by 26 Higher management is interested in my results both at fixed formal moments and at informal encounters. 9 10 27 Performance information is used by higher management to continuously encourage me to improve 9 10 my results. 28 Performance information is used by higher management to stimulate and coach me. 8 10 29 Higher management always confronts me with my results when they are below target, and the confrontation always has consequences. 9 10 30 I always analyse lagging results, to uncover root causes of problems. 9 10 31 I regard performance information as essential for my day-to-day activities. 9 10 32 I always use performance information to take corrective actions, in order to improve lagging results. 9 10 33 Every quarter, I make forecasts of my expected results for the next 4-6 quarters (rolling forecasts). 9 10 34 I always use performance information as the basis for making decisions. 9 10 35 Higher management frequently communicates about the overall results, so I am always informed about the status of the organization. 9 10 36 I frequently and openly communicate with top management, so they have good insight into the 9 10 37 status of the organization. Management stimulates frequent and open communication between organizational units about their 8 10 38 results, so they can learn from each other. I regularly share information about my performance with other organizational units. 8 10 39 Higher management always takes my visions, opinions, and experiences into account when 9 10 formulating the organization’s strategy. 40 Performance information is structurally used as input and basis for my performance evaluation. 9 10 41 42 Performance information is structurally used as input and basis for setting my rewards. Performance information is structurally used as input when designing my training program. 9 9 10 10 43 Using performance management has definitely improved my results. 9 10 44 I regard performance management as a useful tool for improving my results. 9 10 121 Alignment Communication 8 structure 10 Responsibility 6 4 Act ion orientation 2 Content 0 Management style Integrity Accountability Manageability Curre nt Desired The Feasibility Analysis Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system provides them with sufficient support? 2. Do organizational members agree on the necessity and the importance of performance management? 3. Is the organization itself stable? 4. Is the organization’s working environment stable? 5. Do organizational members agree on the starting time of the performance management improvement project? 6. Are there enough resources available for the performance management improvement project? 7. Are there any other change processes in progress within the organization that have a relation with the performance management improvement project? 8. Is the management team sufficiently involved in the performance management improvement project? 9. Are there organizational members that have earlier positive experiences with performance management? 10. Do organizational members have clear insight into immigration issues and the position of the organization in it? 11. Has the organization a mission and a strategy? 12. Do organizational Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)members have insight into the business processes,End Match the organizational structure, Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)andEnd Match the relationship between these? 13. Does the organization have an open communication structure? 9 9 10 8 8 7 10 10 10 10 10 10 10 123 Interview Questions (9 questions) 4. Concerning organizational structure a. Responsibility structure In terms of the performance of duties and responsibilities within your unit, what was the most common cause of failure in meeting the directives of higher management? Answer: Higher management recognizes the fact that directives can be subject to external forces [such as the current shutdown] which can sometimes negatively impact the outcome. Other than this, my unit is acknowledged by higher management as a competitive and results-oriented team. b. Content of performance management information How does the content of performance management information create problems for your unit and how does it impact your association with other units in the organization? Answer: To date, performance management information has not created any problem for my unit since I make sure that all my people understand the technical aspects of it. However, there have been a few minor instances in other units wherein the lack of familiarization required guidance from my unit. c. Integrity of performance information In your opinion, when was the worst instance that inaccurate performance information created organizational problems, either within your unit or outside it? Answer: Unavoidable attrition in the workforce requires the re-assignment of personnel and/or hiring of new people. This similarly requires orientation or familiarization into the new job setting in order to avoid the occurrence of work-related errors. However, the problem cannot be eliminated 100% as inaccuracies in outgoing data can and do occur in small measures. Nevertheless, such circumstances are not serious enough to significantly impact the organization as a whole. d. Manageability of performance information In your opinion, what negative factor mostly contributes to the unmanageability of performance information within your unit or outside it? Answer: There have been no problems within my unit as far as the unmanageability of performance information is concerned. For other units, the previously mentioned manpower changes can be cited although this is easily resolved. The system utilized by the agency for the management of performance information is quite user-friendly and is very manageable. 5. Concerning behaviour a. Accountability What would you do to improve the awareness for personal accountability or individual performance of people in the organization? Answer: As in all other organizations, people have to be made aware of the policies that are in effect. The lack of knowledge in policies and regulations naturally result in infractions and as such, it is the duty of management to raise the awareness levels of people through training and other related initiatives. Due to the fact that some people have a more adaptable behavior than others, constant monitoring is always necessary to ensure the smooth flow of operations. b. Management style How do you think does the management style of top management affect the behavior and performance of lower leadership and the people under them? Answer: The management style of the people on top can only affect the lower ranks in two ways: for the better or for the worse. The current trend leans more on the transformational type of leadership but this cannot completely be applied in a public sector setting, especially because the actions and decisions of the agency personnel are inflexibly governed by the rule of law. c. Action orientation In general terms, what do you think is the current organizational culture and how does this orientation impact the performance of the individual units and the organization as a whole? Answer: In view of the government shutdown that presently prevails over the entire country, it would be inaccurate to mention that the organizational culture is not affected. Regardless of this, a productive work environment can be guaranteed once the national crisis is resolved. d. Communication about performance In your opinion, what is the most problematic reason for miscommunication or misrepresentation of performance information within the organization? Answer: As previously mentioned, the lack of familiarization with the technical aspects of the system can be a cause for some minor communication problems. New people in new positions can also result in wrong data as far as performance information is concerned; the problem may not entirely come from a lack in technical knowledge of the system but unfamiliarity with the new job description itself. 6. Concerning alignment What do you think would be the best course of action to align the work behavior of personnel with organizational/structural goals and objectives? Answer: Policies and strategies should always be designed and implemented with the personal concerns of the employees in mind. The organizational goals, as perceived by the top management, can never be aligned with those of the ordinary employees unless there is a sufficient platform for the voicing of opinions. In this manner, work can be optimized towards the accomplishment of mutually desirable ends. 128 Respondent #5: Mark Schwartz This section is for respondent #5, Mr. Mark Schwartz, who is currently the Chief Information Officer [CIO] at USCIS. Like all the other respondents, Mr. Schwartz was contacted directly through LinkedIn.com’s InMail feature (http://www.linkedin.com/in/innovativecio). Presented below are the responses of Mr. Schwartz to the survey and interview: The Performance Management Analysis This survey contains statements in regard to the performance-driveness of your organization/unit. Please indicate per statement on a scale of 1 to 10 how much the statement is valid for your organization/unit. When the statement is somewhat not valid or not valid at all, give a score of between 1 and 5. If the statement is valid or very valid, please give a score between 6 and 10. Filling-in the survey will take you approximately between 15-20 minutes. Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Elements of performance-driveness CURRENT DESIRED 1 A clear choice has been made in our organization as to how close and strict higher management manages and controls lower management levels. 9 10 2 Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)There are clear agreements on who in theEnd Match organization Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)is responsible for which tasks.End Match 8 10 3 Higher management issues clear strategic guidelines and targets that I have to meet. 9 10 4 Higher management keeps to agreements made and only intervenes on my level when certain predefined performance ranges are exceeded. 9 9 5 My performance information consists of a set of financial and non-financial data. 8 10 6 Execution of the strategy on my level is structurally monitored with Begin Match to source 5 in source list: http://www.csoonline.com/article/220639/iso-itil-cobit-the-management-process-alphabet-soupCritical Success Factors (CSF)End Match 8 10 Begin Match to source 5 in source list: http://www.csoonline.com/article/220639/iso-itil-cobit-the-management-process-alphabet-soupand Key Performance Indicators (KPI).End Match 7 Corporate Begin Match to source 5 in source list: http://www.csoonline.com/article/220639/iso-itil-cobit-the-management-process-alphabet-soupandEnd Match unit strategies (and accompanying CSF and KPI) are all aligned. 8 My targets are set compared to competitors/comparable organizations (using external benchmarking). 9 My performance is compared frequently with that of other organizational units, and the comparison is put openly on a ranking list (peer pressure). 10 The performance information I receive is always reliable. 11 My wishes and needs in regard to performance information are regularly inventoried so it stays relevant to me. 12 Performance information is always reported to me on time, so I can use it as basis for decision making. 13 There are no inconsistencies between various reports or between reports and information systems. 14 There is a high degree of standardization of performance data, so results from different organizational units can easily be compared. 15 My performance information consists of a combination of numbers and graphs, so I can easily read and comprehend it. 16 I only receive relevant performance information, so the volume of information I get stays limited. 17 Only exceptional results (negative and/or positive) are reported to me, so I know what to focus on. 18 Performance information is available via an easy and accessible management information system. 19 A reporting portal creates a one-stop-shop through which I can access all performance information (for instance from the desktop). 20 My performance information covers my area of responsibility adequately, so it provides me with an accurate picture of the state-of-affairs of my unit. 21 I always use performance information to manage and steer my people. 9 10 7 8 7 8 9 10 8 9 10 10 9 10 8 9 7 8 8 7 10 9 8 10 10 10 10 10 8 9 22 I can and do influence the results of my performance indicators positively. 9 10 23 I Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)feel responsible for the results of the indicators of bothEnd Match the organization and my own responsibility area. 8 8 24 I am involved in modifying my own performance indicators, so that I stay committed to them. 9 9 25 Higher management frequently and visibly makes use of the performance information (i.e. by 10 10 26 regularly discussing it with me and others). Higher management is interested in my results both at fixed formal moments and at informal 10 10 encounters. 27 Performance information is used by higher management to continuously encourage me to improve 7 8 my results. 28 Performance information is used by higher management to stimulate and coach me. 7 8 29 Higher management always confronts me with my results when they are below target, and the confrontation always has consequences. 9 10 30 I always analyse lagging results, to uncover root causes of problems. 8 9 31 I regard performance information as essential for my day-to-day activities. 9 10 32 I always use performance information to take corrective actions, in order to improve lagging results. 8 9 33 Every quarter, I make forecasts of my expected results for the next 4-6 quarters (rolling forecasts). 8 9 34 I always use performance information as the basis for making decisions. 7 8 35 Higher management frequently communicates about the overall results, so I am always informed about the status of the organization. 10 10 36 I frequently and openly communicate with top management, so they have good insight into the 10 10 37 status of the organization. Management stimulates frequent and open communication between organizational units about their 9 10 38 results, so they can learn from each other. I regularly share information about my performance with other organizational units. 8 9 39 Higher management always takes my visions, opinions, and experiences into account when 9 10 formulating the organization’s strategy. 40 Performance information is structurally used as input and basis for my performance evaluation. 8 9 41 42 Performance information is structurally used as input and basis for setting my rewards. Performance information is structurally used as input when designing my training program. 8 8 9 9 43 Using performance management has definitely improved my results. 9 9 44 I regard performance management as a useful tool for improving my results. 9 10 132 Alignment Communication 8 structure 10 Responsibility 6 4 Action orientation 2 Content 0 Management style Integrity Accountability Manageability Curre nt Desired The Feasibility Analysis Give a score of “1” when you completely disagree with the statement and a score of “10” when you completely agree with the statement. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system provides them with sufficient support? 2. Do organizational members agree on the necessity and the importance of performance management? 3. Is the organization itself stable? 4. Is the organization’s working environment stable? 5. Do organizational members agree on the starting time of the performance management improvement project? 6. Are there enough resources available for the performance management improvement project? 7. Are there any other change processes in progress within the organization that have a relation with the performance management improvement project? 8. Is the management tea m sufficiently involved in the performance management improvement project? 9. Are there organizationa l members that have earlier positive experiences wi th performance management? 10. Do organizational members have clear insight into immigration issues and it? the position of the organization in 11. Has the organization a mission and a strategy? 12. Do organizational Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)members have insight into the business processes,End Match the organizational structure, Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)andEnd Match the relationship between these? 13. Does the organization have an open communication structure? 9 9 10 10 9 5 10 10 9 10 10 10 10 134 Interview Questions (9 questions) 4. Concerning organizational structure a. Responsibility structure In terms of the performance of duties and responsibilities within your unit, what was the most common cause of failure in meeting the directives of higher management? Answer: As the Chief Information Officer of USCIS, I personally give special attention to compliance with the directives from the top management. I do this with the help of competent staff who are always able and willing to give 100% of their skills to the organization. I am pleased that my unit has never failed to meet the directives of top management and we are committed to continue with the excellent service that we render to the agency. b. Content of performance management information How does the content of performance management information create problems for your unit and how does it impact your association with other units in the organization? Answer: We have learned to adapt to the technical aspects of the performance management information program and as such, it helps us to work hand-in-hand with other units of the organization. The content of the said program does not create problems; instead, it provides a satisfactory platform for cooperative efforts within and between USCIS units. c. Integrity of performance information In your opinion, when was the worst instance that inaccurate performance information created organizational problems, either within your unit or outside it? Answer: As human beings, it can be difficult to completely eliminate the occurrence of inaccurate information emanating from the employees; this normally originates from personnel in the lower ranks who require additional familiarization with their work. However, such errors are immediately corrected due to the fact that supervisors are well-trained to constantly monitor all outgoing data from their respective sections. Hence, such circumstances are easily contained and corrected before it affects other sections or units. d. Manageability of performance information In your opinion, what negative factor mostly contributes to the unmanageability of performance information within your unit or outside it? Answer: Unfamiliarity with work procedures can contribute to the unmanageability of performance information but as I have mentioned, this issue can easily be resolved. Several of our supervisors previously had some difficulties managing their work when they first arrived at USCIS but now they are very proficient in what they do, with some even providing significant recommendations to improve the system. 5. Concerning behaviour a. Accountability What would you do to improve the awareness for personal accountability or individual performance of people in the organization? Answer: I believe that specially-designed training programs can sufficiently address the issues of personal accountability and individual performance; after all, everyone acquires skills from some form of training regardless of the nature of the work. Enhancing awareness for personal accountability among the employees involves the strengthening of personal commitment to the organization. In other words, it should be an appeal to the emotions rather than the intellect. b. Management style How do you think does the management style of top management affect the behavior and performance of lower leadership and the people under them? Answer: I think the top leadership is doing quite well as far as management is concerned. This is evidenced by the high level of professionalism among USCIS employees around the country. At USCIS, competence flows from top to bottom and vice versa. People at all levels are welcome to give their own recommendations to improve whatever processes are in place and management listens. c. Action orientation In general terms, what do you think is the current organizational culture and how does this orientation impact the performance of the individual units and the organization as a whole? Answer: Through the years, USCIS has always had a productive work culture focused upon the Mission and Vision of the agency. The commitment of USCIS in protecting the interests of the American people has always been a driving force for success and this would not be possible without the individual contribution of each and every employee. It should be mentioned that the mandated duty of the USCIS can be a daunting task as the United States has the largest number of migrants coming in from different countries on a daily basis as compared to any other country in the world, and yet USCIS has always managed to serve the country well. d. Communication about performance In your opinion, what is the most problematic reason for miscommunication or misrepresentation of performance information within the organization? Answer: In view of the fact that it is my duty as Chief Information Officer to intimately know the communication structures within the organization, I can state with certainty that miscommunication in the agency has never been a very damaging problem. I have said before that miscommunication is caused by unfamiliarity with one’s work. Wrong information can easily be detected due to the large number of people constantly monitoring the performance outputs of other units for purposes of comparison and planning. 6. Concerning alignment What do you think would be the best course of action to align the work behaviour of personnel with organizational/structural goals and objectives? Answer: The efficient exchange of information among people in any given unit as well as with other units or sections in the organization can help foster a harmonious atmosphere which would be conducive to the productive alignment of goals between the management and the workforce. It should be recognized, however, that an efficient system of communication is merely a platform for management to reach out to its people; well-planned strategies designed to achieve such a purpose should be prepared and presented as well. 5. Performance Management Analysis of USCIS 5.1 Performance Management Table for USCIS Section 1 Performance Aspect 1 Responsibility structure 2 Content of the performance information 3 Integrity of the performance information 4 Manageability of the performance information 5 Accountability 6 Management style 7 Action orientation 8 Communication about performance 9 Alignment Focus Structure Structure Structure Structure Behavior Behavior Behavior Behavior Balanced Current Desired Mean Percentage Average Average Difference Difference 6 6.2 5.8 4.4 7.6 8 8 6.8 7.4 7.75 1.75 22.58 % 8.2 1 12.19 % 7.8 2 25.64 % 6 1.6 26.67 % 8.4 .8 9.52 % 9.2 1.2 13.04 % 9.2 1.2 13.04 % 9 2.2 24.44 % 9.2 1.8 19.56 % Note: This is just a hypothetical example. Table 1 above can be expressed in the following radar diagram as presented below in Figure 1. Performance Management Radar Diagram for USCIS Section 1 Alignment 10 Communication 8 Responsibility structure 6 4 Action orientation 2 Content 0 M anagement style Integrity Accountability M anage ability Current Desir ed Note: This is just a hypothetical example. Table 2 below represents the average scores derived from the survey answers of the Section Head of USCIS Section 2 … So on and so forth ………………….. …………… 6. Feasibility Analysis of USCIS Table 7 below shows the feasibility analysis questionnaire which was likewise distributed to the respondents. The same rating scheme utilizing scores ranging from 1 to 10 was applied for this purpose. Feasibility Analysis Questionnaire 1. Do organizational members acknowledge that the current performance management system does not provide them with sufficient support? 2. Do organizational members agree on the necessity and the importance of performance management? 3. Is the organization itself stable? 4. Is the organization’s working environment stable? 5. Do organizational members agree on the starting time of the performance management improvement project? 6. Are there enough resources available for the performance management improvement project? 7. Are there any other change processes in progress within the organization that have a relation with the performance management improvement project? 8. Is the management team sufficiently involved in the performance management improvement project? 9. Are there organizational members that have earlier positive experiences with performance management? 10. Do organizational members have clear insight into global immigration issues and the position of the organization in it? 11. Has the organization a mission and a strategy? 12. Do organizational members have insight into the processes, the organizational structure, and the relationship between these? 13. Does the organization have an open communication structure? Table 8 below shows the individual and combined average scores from the ratings provided by the section heads for the questionnaire above: Q Section 1 Section 2 Section 3 1 7 6 9 Section 4 8 Section 5 7 Average 7.4 2 9 9 10 8 7 8.6 3 9 8 9 6 6 7.6 4 8 6 6 6 5 5 9 8 9 7 6 6 8 7 9 8 8 7 8 7 9 6 5 8 6 6 8 8 6 9 6 5 9 7 6 10 7 6 8 9 9 11 8 8 10 9 8 12 6 5 8 8 6 13 8 6 9 9 8 Note: This is just a hypothetical example. Immigration Trends In 2010, the Comprehensive Immigration Reform [CIR] Act was introduced in order to: 1) facilitate and speed up the processing of documents for the reuniting of separated families; 2) protect workers [both immigrants and those born in the U.S.]; 3) establish a means for undocumented immigrants to become legal citizens ; 4) allow refugees to acquire permanent residency; 5) upgrade the overall conditions in immigration detention facilities; and, 6) optimize immigration control processes in coordination with local commun ities along the borders (Rickar d, 2011 p.197). As stated by Wassem (2013), de increased border security “Most policymakers agree that the main issu es in CIR inclu and immigration enforcement, improved employment eligibility verification, revision of legal immigration, and options to address the millions of unauthorized aliens residing in f this, the proceeding sections shall delve on th e recent the country” (p.2). In view o migration Services [USCIS]. immigration tr ends as addressed by the U.S. Citizenship Im It is well-known that America has had a long history of accommoda ting immigrants from around the world, and recently, the large number of immigrants to America is the first quarter of the 1900s when people dawn of the industrial age. However, as shall be presented later, immigrants from four countries no longer arrived as much as they did during the early part of the century. Despite the decline of immigrants from the said reminiscent of the trend that from around the world were attracted by the occurred during countries, the numbers continue to rise owing to the influx of people from other countries, and it has now reached the highest level in recorded history: peaking at a total of 40 million immigrants in the year 2010 (Grigorenko, 2013 p.19). Additionally, for the year 2010, about 12.9% of the entire population in the U.S. was composed of immigrants, a ratio experienced only in 1890 when the numbers reached 14.8% (U.S. G.P.O, 2007 p.97). Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfLegal immigration encompasses permanent immigrant admissions (e.g., employment-based or family-based immigrants) and temporary nonimmigrant admissions (e.g., guest workers, foreign students). The Immigration and Nationality Act (INA) contains the provisions detailing the requirements for admission (permanent and temporary) of foreign nationals and the eligibility rules for foreign nationals to become U.S. citizens. • In FY2011, 1.1 million aliens became U.S. legal permanent residents (LPRs). Of this total, nearly 65% entered on the basis of family ties. • The pool of people potentially eligible to immigrate to the United States as LPRs each year typically exceeds the worldwide level set by the INA. • Most of the 4.4 million approved petitions pending at the close of FY2012 were family members of U.S. citizens. • After falling from 7.6 million in FY2001 to 5.0 million in FY2004, temporary visa issuances reached 7.5 million in FY2011. • Generally, all of the temporary employment-based visa categories have increased since FY1994. Although there was a dip during the recent recession, the number of employment-based temporary visas increased in FY2010 and FY2011. Immigration control encompasses an array of enforcement tools, policies, and practices to secure the border and to prevent and investigate violations of immigration laws. The INA specifies the U.S. Immigration Policy: Chart Book of Key Trends grounds for exclusion and removal of foreign nationals as well as the documentary and entry-exit controls for U.S. citizens and foreign nationals. • U.S. State Department denials of petitions for LPR visas have increased in recent years, and prior removals from the United States or past illegal presence in the United States has become the leading ground of inadmissibility. • U.S. Border Patrol apprehensions of foreign nationals between ports of entry fell to a 40-year low of 327,577 in FY2011. • The number of employers enrolled in the E-Verify employment eligibility verification system grew from 5,900 at the close of FY2005 to 418,000 by the end of FY2012. These data indicate that approximately 7% of U.S. employers were participating by the close of FY2012. • A total of $10.5 million in administrative fines was imposed on employers who engaged in unlawful employment in FY2011—a figure that exceeds the level of total fines imposed over the entire period from FY2000 through FY2009. • Formal removals grew from 30,039 in 1990 to 391,953 in FY2011. • Immigration and Customs Enforcement (ICE) identifies many more potentially removable aliens than it arrests (i.e., places in removal proceedings). • The number of criminal aliens removed from the United States increased from 73,298 in FY2001 to 188,382 in FY2011. The three main components of the unauthorized resident alien population are (1) aliens who enter the country surreptitiously without inspection, (2) aliens who overstay their nonimmigrant visas, and (3) aliens who are admitted on the basis of fraudulent documents. • Estimates based on the March Supplement of the U.S. Census Bureau’s Current Population Survey (CPS) indicate that the unauthorized resident alien population rose from 3.2 million in 1986 to 12.4 million in 2007, before leveling off at 11.1 million in 2011. • The latest estimates indicated that 33% of the 11.5 million unauthorized resident aliens in 2011 had entered from 2000 to 2010. For those who seek more complete analyses of the issues, this report cites Congressional Research Service (CRS) products that discuss the policies underlying the data presented in each of the figures.End Match The Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfmain issues in the immigration debate typically include increases to border security and enforcement of immigration laws within the U.S. interior, expansion of employment eligibility verification, and reforms to the system for legal temporary and permanent immigration. The thorniest issues concern policy options to address the millions of unauthorized aliens residing in the country.End Match The Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfkey findings and elements germane to the data depicted are summarized with the figures,End Match citing Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfCongressional Research Service (CRS) products that discuss the policies underlying the data presented in each of the figures. Much of the data come from administrative sources, most notably the Department of Homeland Security (DHS) and the Department of State (DOS). For historical context, demographic data from the U.S. Census Bureau are also included. The Immigration and Nationality Act (INA), which was first codified in 1952, contains the provisions detailing the requirements for admission (permanent and temporary) of foreign nationals, grounds for exclusion and removal of foreign nationals, document and entry-exit controls for U.S. citizens and foreign nationals, and eligibility rules for the naturalization of foreign nationals. Congress has significantly amended the INA several times since 1952, most notably by the Immigration Amendments of 1965, the Refugee Act of 1980, the Immigration Reform and Control Act (IRCA) of 1986, the Immigration Act of 1990, and the Illegal Immigration Reform and Immigrant Responsibility Act (IIRIRA) of 1996. Legal immigration encompasses permanent admissions (e.g., employment-based or family-based legal permanent residents (LPRs)) and temporary admissions (e.g., guest workers, foreign students). This chart book presents historical time series data on permanent admissions as well as a breakdown of legal permanent residents by broad classes of admission in 2011. Trends in temporary admissions, including legal employment-based temporary migrants, are also depicted. Immigration control encompasses an array of enforcement tools, policies, and practices to secure the border and to prevent and investigate violations of immigration laws. Among the statistical trends tracking immigration control presented in this chart book are inadmissibility determinations, border apprehensions, worksite enforcement prosecutions, and alien removal. The final section of this chart book looks at trends in the unauthorized resident alien population since 1986. Since 2000, other major laws that amended the INA include the USA PATRIOT Act (P.L. 107-56), the Enhanced Border Security and Visa Reform Act of 2002 (P.L. 107- 173), Intelligence Reform and Terrorism Prevention Act of 2004 (P.L. 108-458), and the REAL ID Act of 2005 (P.L. 109-13, Division B). None of these laws attempted a comprehensive reform of the INA.End MatchBegin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfHistorical Immigration Trends Figure 1. Annual LPR Admissions and Status Adjustments, 1900-2010 Source: Statistical Yearbook of Immigration, U.S. Department of Homeland Security, Office of Immigration Statistics, multiple fiscal years. Aliens legalizing through the Immigration Reform and Control Act (IRCA) of 1986 are depicted by year of arrival rather than year of adjustment. Immigration to the United States was peaking at the beginning of theEnd Match 20th Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfcentury. In 1910, foreign-born residents made up 14.8% of the U.S. population. Immigration dropped as a result of the numerical limits and national origins quotas imposed by the Immigration Acts in 1921 and 1924. Levels fell further during the Great Depression and World War II. The annual number of settled immigrants typically referred to as LPRs, rose gradually after World War II, as Figure 1 illustrates. In 1952, the INA was codified and, as amended, remains the governing statute. The growth in immigration after 1980, shown in Figure 1, is partly attributable to the total number of LPRs entering through the preference system as well as immediate relativesEnd Match o f Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfU.S.End Match citi zens. Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfThe Immigration Reform and Control Act (IRCA) of 1986 enabled 2.1 million unauthorized aliens residing in the United StatesEnd Match a s Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfof 1982 to become LPRs. In addition, theEnd Match nu mber Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfof refugees admitted increased from 718,000 in the period 1966-1980 to 1.6 million during the period 1981-1995, after the enactment of the Refugee Act of 1980. The Refugee Act established permanent provisions for refugees and asylees to become LPRs. The Immigration Act of 1990 was the last significant revision of legal permanent immigration. It set a statutory worldwide level of 675,000 LPRs annually, but certain categories of LPRs, most notably immediate relatives of U.S. citizens and refugees, are permitted to exceed the limits. The INA further specifies that countries are held to an annual numerical limit of 7% of the worldwide level of U.S. immigrant admissions, known as per-country limits or country caps. Immigration to the United States today has reached levels comparable to the early years of theEnd Match 20th Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfcentury. For further background and analysis, see CRS Report R42866, Permanent Legal Immigration to the United States: Policy Overview.End MatchBegin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfFigure 2. Top Sending Countries (Comprising at Least Half of All LPRs): Selected Periods Source: CRS analysis of Table 2, Statistical Yearbook of Immigration, U.S. Department of Homeland Security, Office of Immigration Statistics, FY2010. In any given period of U.S. history, a handful of countries have dominated the flow of immigrants, but the dominant countries have varied over time. Figure 2 presents trends in the top immigrant-sending countries (together comprising at least 50% of the immigrants admitted) for selected decades. The Immigration Act of May 19, 1921, imposed the first numerical limits on LPR admissions to the United States, and it set the level of admission of aliens from specific countries to 3% of the foreign-born persons of that nationality who lived in the United States in 1910. A few years later, the Immigration Act of May 26, 1924, established the national origins system, which set quotas based on the number of foreign-born persons of that nationality in the country in 1890 and 1920. Both laws exempted Western Hemisphere countries from the limits. The Immigration Amendments of 1965 replaced the national origins quota system with per country ceilings. Figure 2 illustrates that immigration over the last few decades of theEnd Match 20th Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfcentury was not as dominated by three or four countries as it was earlier in the century. Although Europe was home to the countries sending the most immigrants during the earlyEnd Match 20th Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfcentury (e.g., Germany, Italy, Austria-Hungary, and the United Kingdom), Mexico has been a top sending country for most of theEnd Match 20th Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfcentury—largely after 1970— andEnd Match int o Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdftheEnd Match 21st Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfcentury. Other top sending countries from FY2001End Match throu gh Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfFY2010 were the Dominican Republic, ElEnd Match Salvad or, Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfColombia, and Cuba (Western Hemisphere); and the Philippines, India, China, South Korea, and Vietnam (Asia). These data suggest that the per-country ceilings established in 1965 had some effect. As Figure 2 illustrates, immigrants from only three or four countries made up more than half of all LPRs prior to 1960. By the last two decades of theEnd Match 20th Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfcentury, immigrants from seven to eight countries comprised about half of all LPRs, and this pattern has continued into theEnd Match 21st Begin Match to source 1 in source list: http://www.fas.org/sgp/crs/homesec/R42988.pdfcentury. For further background and analysis, see CRS Report R42866, Permanent Legal Immigration to the United States: Policy Overview.End Match 7. Discussion Each of the thirteen questions in the feasibility analysis questionnaire was categorized according to its relevance in the Begin Match to source 2 in source list: International Journal of Productivity and Performance Management, Volume 53, Issue 4 (2006-09-19)nine aspects of the Performance Management AnalysisEnd Match which were previously discussed in an earlier section of this paper. In view of this, Table 9 below shows the categorization of the said questions and its comparison with the previous results of the PMA for USCIS. Question Begin Match to source 6 in source list: http://ngsednet.org/documents/TeamScheduleFinal.pdfNo. 1 2 3 4 5 6 7 8 9 10 11 12 13End Match PMA Aspect Behavioral – Management Style Behavioral – Action Orientation Structural – Integrity Structural – Responsibility Structure Behavioral – Accountability Structural – Manageability Structural – Content Structural – Manageability Behavioral – Accountability Alignment Structural – Content Alignment Behavioral – Communication Note: This is just a hypothetical example. Feasibility Rating 7.33 9.33 8.67 6.67 8.67 8 8 6.67 6.67 7 8.67 6.33 7.67 PMA Rating Difference 7.93 0.6 7.4 1.93 6.33 2.34 6.42 0.25 7.33 1.34 5.8 2.2 7.13 0.87 5.8 0.87 7.33 0.66 7 0 7.13 1.54 7 0.67 7.6 0.07 These results will be discussed in this section of the paper from this point onwards until the proceeding section… 8. Conclusion and Recommendations This section will be the final part of the paper. Bibliography De Waal, A. (2004). Quest for Balance: The Human Element in Performance Management Systems. Hoboken, NJ: John Wiley & Sons. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 26 27 28 30 32 33 34 35 37 38 39 41 43 44 45 46 48 49 50 52 54 55 56 57 59 60 61 63 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 96 97 98 100 102 103 104 105 107 108 109 111 113 114 115 116 118 119 120 122 124 125 126 127 129 130 131 133 135 136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 153 154 155 156