That is a lot of question you ask, so I will comment on some of it....


My corporation has built a homegrown IS-based performance management system out of the SMARTs methodology (learn more at http://www.topachievement.com/smart.html) . SMARTS goals is an acronym, driven by a Management by Objectives foundation, that focuses goal setting upon the following elements – S=all goals are SPECIFIC, M=all goals are MEASURABLE, A=all goals are ATTAINABLE, R=all goals are REALISTIC, T=all goals are TIMELY, and s= most goals are a STRETCH to achieve.


The culture of my organization is a religious-based nonprofit that values charity, low-risk, care for the less fortunate, stability, and measured innovation (and as a matter of fact... “yes”, some at my corporation would disagree with me about my read of the culture). The result is that our SMARTs system pairs nicely with the culture of the organization, in my opinion. Also, SMARTs objective review meetings, which take place at the end of a defined period of time (a year), look at if the SMARTs goals were achieved and is they were achieved in an ethical and considerate way.


The lesson here is that some organizations wish to make sure you achieve your goals, AND that you do so in a way that builds long-term positive momentum (in areas such as relationships and planning). That is a good thing, in my opinion.


As you might guess, management and associates have differing levels of love for the SMARTs system. However, it is almost universally agreed that the SMARTs system fits the culture of the organization and support the mission and charity aspects of our culture in a very strong way.


And “great question”, by the way!