The rigors of aligning performance
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This Joint Applied Project addresses what can be done within the Naval Facilities Engineering Command Northwest community to better align its goals among competing interests from various stakeholders, while balancing the operational and regulatory constraints that often conflict with stakeholder goals and objectives. As a cross-functional organization, competing interests among the various business lines, support lines, and other stakeholders often result in a disconnect between how the command defines success compared to how other stakeholders define success. Methodology includes a literature review, employee and customer surveys and a Strength, Weaknesses, Opportunities, Threats analysis. It was found that the extent of fit among performance goals aligned with higher Naval and national goals was normal when considering the organization’s strategic issue identification process and dissemination. However, the extent of goal accomplishment appeared to be lacking in some areas when bearing in mind customer perceptions. Recommendations include employee training centered on goal alignment, which is vital to highlight the importance of the organization’s goals. To better align the commands goals with departmental goals, setting and continuously communicating goals and goal achievement to every department is needed. Organizational goals would benefit if given the same emphasis the command places on the goal of safety.
RightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
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