In the labor environment, performance indicators can be broken into seven major groups:

* Efficiency;

* Effectiveness;

* Productivity;

* Quality;

* Quality of Working Life;

* Innovation; and

* Budget/Profit.

As this classification

Developed by Dr. James L. Riggs some years ago, the objectives matrix attempts to track all important performance indicators of an organization and convert them into a single number. By using a single number, [TABULAR DATA OMITTED] managers can avoid wrestling with a large assortment of data that usually leaves only a vague perception of the performance of the organization. The single number resulting from the objectives matrix will tell management if the organization's performance qualifies as excellent, mediocre, or unsatisfactory.

Here's how the objectives matrix works: The top row of the matrix holds the performance indicators that represent the activities that management has chosen to track. The middle section ranks performance levels on a scale of zero to 10, so that 10 aligns with the most desirable outcome while zero matches the least desirable outcome. Scores for each indicator are placed in the first row of the bottom section, "results." The row [TABULAR DATA OMITTED] "weight" reflects management's volition to balance the indicators by assigning each one a weight - of a total of 100 - that marks its importance. To find the value for each performance indicator, we multiply the results by the weight. Finally, adding across the values row gives us a final number or "index" that summarizes the intensity of the activities being tracked over a specific period.

The Objectives Matrix Method for Performance
Measurement
?? Originally developed by Dr. James L. Riggs of Oregon Productivity and Technology Center at Oregon State University. He named it the
Objectives Matrix (OMAX)
?? An improvement focused