Measures of Performance. In addition, the web site will need to have a ----------------------- large assortment of merchandise as depicted in Retailer Land Based Stores. The Retailer recognizes time will be required to build an assortment on-line which accurately represents the land-based stores. The percentage of on-line vs. land based SKU assortments will be as follows: Oct. 1, 1999 - the lesser of [*] or [*] of the Retailer's active land- based SKUs. Oct. 1, 2000 - the lesser of [*] or [*] of the Retailer's active land- based SKUs. Oct. 1, 2001 - the lesser of [*] or [*] of the Retailer's active land- based SKUs. The above thresholds have been agreed upon based upon the Retailer having [*] active land based SKUs.Both parties acknowledge that if vendors restrict or prohibit the sale of their merchandise on line, thereby significantly reducing the number of SKUs available for sale on line, then the parties will renegotiate the thresholds set forth above, acting in good faith. GSI will be required to report SKU levels monthly by the 15/th/ of the month following, and during any month in a twelve-month period where GSI fails to meet the standard, this failure will be considered to be a breach (without requirement of notice by Retailer). GSI's SKU count of offered SKU's may include items that are listed on the web site with the notation, "available in retail stores only.
Measures of Performance. (1) Goals and objectives for clients are assessed monthly.
(2) Reports and assignments are completed on a timely basis.
(3) Performance appraisals are completed on a timely basis.
(4) Performance appraisals are completed annually based on criteria established in the job description for Resident Care Aide.
(5) Refers to current Care plans for direction in working with clients.
Measures of Performance. The number of assignments or cases handled by an employee during a rating period is not, by itself, sufficient to appropriately measure an employee’s performance under any critical or non-critical element. Rather, in rating the employee, the Agency shall evaluate the employee’s actual job performance for the designated appraisal period. Included among the factors that may be considered are the assignments or cases handled by the employee; the complexity of the work; the time and level of effort expended; the degree of supervision required; the importance of the work to the Agency, a client agency, the Department, or other entity; and the degree to which the employee received assistance from others. Employees will be rated on objective criteria contained in the performance plan, which shall be discussed with the employee at the beginning of each rating period and during the mid-year progress review. REDUCTIONS IN FORCE
Measures of Performance. Designing an appointment system is always done in such a way that a particular measure of performance is optimized. Various performance criteria are found in literature on outpatient scheduling. An overview as was given by Xxxxxxx & Xxxxx (2003) can be found in figure 2 below. The paragraphs that follow explain the different options.
Measures of Performance. The dermatology department considers patient waiting time, access time, doctor overtime and doctor idle time the most important measures for evaluating the performance of the appointment system. To rank these performance measures’ importance relative to each other, the following weights seemed appropriate according to the dermatology outpatient clinic: αw = 2 αa = 1.8 αo = 1.5 αi = 1 with αw, αa, αo and αi the weights for patient waiting time, access time, doctor overtime and doctor idle time respectively. Patient waiting time and access time are considered the two most important performance measures out of the four since these two measures both concern the patient. After all, the dermatology outpatient clinic is a service center at its core, making the patient key. At second instance come the doctor related measures, namely doctor overtime and doctor idle time; doctor overtime being considered the most important of the two. Doctor overtime is undesirable since the physicians often have meetings planned right after a consultation session. Doctor idle time does less harm since the physicians can make good use of this time by catching up on administrative tasks. It should be noted that the patient waiting time will be calculated as the “true” patient waiting time, since extra waiting time due to early arrival of the patient is their own choice and is therefore not taken into account. As mentioned earlier in paragraph 3.2 of the literature review, this “true” waiting time is obtained by subtracting the greater of {appointment time, arrival time} from the consultation start time. To evaluate and compare the performance of the current and alternative appointment systems, we will thus try to minimize the following objective function: E(TC) = αwE(W) + αaE(A) + αoE(O) + αiE(I) with E(TC) = the expected total cost of the appointment system, E(W) = the expected average patient waiting time, E(A) = the expected average access time, E(O) = the expected average doctor overtime, E(I) = the expected average doctor idle time, αw = the relative weight of patient waiting time, αa = the relative weight of patient access time, αo = the relative weight of doctor overtime and αi = the relative weight of doctor idle time.
Measures of Performance. The Executive Vice President/C.O.O. is deemed to be performing in a satisfactory manner when the following are met:
5.1 The management of Track 'N Tail has resulted in consistently achieving at least 90% of the profit goal and budget expense goals are maintained within 4% of budget.
5.2 The activities of Track 'N Trail and the Executive Vice President/ C.O.O. are consistent with the directives of the President in supporting field units to sell products.
5.3 The company budget was properly developed in an accurate, realistic, achievable, and timely manner.
5.4 Leadership was applied in a fair, effective, and consistent manner resulting in positive morale throughout the company.
5.5 The plans and policies of the President were executed in a satisfactory manner conforming to established standards.
5.6 Proper performance evaluations have been accomplished for personnel reporting directly to the Executive Vice President/ C.O.O. in an accurate and timely manner. TRACK 'N TRAIL AGREEMENT FOR STOCK APPRECIATION RIGHTS TRACK 'N TRAIL, INC., a California corporation (the "Company"), agrees with GRXXXXX X. XXXXXXX ("Kixxxxx") as follows:
Measures of Performance. The Vice President of Finance/CFO's performance will be evaluated based upon the following criteria:
5.1 The Total Company Expenses are maintained within 4% of approved budget.
5.2 The Total Company Inventory shortage is not greater than .60% of total sales.
5.3 Total Company Operating profit is over 5% of sales pretax.
5.4 The expense performance for the year in Finance, Accounting, MIS and Human Resources are within 4% of budget (adjusted for sales variances).
5.5 Tax returns are prepared and payments made timely and accurately.
5.6 All job description responsibilities and duties are performed in a satisfactory manner and on a timely basis.
5.7 The plans and policies of Track 'N Trail were consistently executed within the Finance Department in a satisfactory manner conforming to established standards.
5.8 Proper performance evaluations have been accomplished for personnel reporting directly to the Vice President Finance/CFO.
5.9 Leadership was applied in a fair, effective and consistent manner resulting in positive morale throughout the department.
Measures of Performance. The Vice President of Marketing will be deemed to be performing in a satisfactory manner when the following are met:
5.1 The management of the Marketing Department has resulted in consistently achieving planned budget goals. Specifically: - within 95% of annual sales goals; - within 98% of inventory turn; - maintained margin is achieved.
5.2 The activities of the Marketing Department are consistent with the directives of the Executive Vice President/C.O.O.
5.3 The Marketing Department budget was properly developed in an accurate, realistic, achievable and timely manner.
5.4 Leadership was applied in a fair, effective, and consistent manner resulting in positive morale throughout the Marketing Department.
5.5 The plans and policies of Track 'N Trail were executed within the Marketing Department in a satisfactory manner conforming to established standards.
5.6 Proper performance evaluations have been accomplished for personnel reporting directly to the Vice President of Marketing.
5.7 Housekeeping at Distribution Center will provide a clean and safe environment.
5.8 All Distribution Center personnel are properly trained to work safely and take full use of provided safety equipment.
5.9 The Distribution Center operates within 4% of the planned expense (adjusted for sales variances).
5.10 The Distribution Center functions at peak performance relative to moving goods in and out on time.
5.11 Loss prevention and security measures keep shrinkage at the Distribution Center under .10% of goods shipped.
5.12 All shipments leaving the Distribution Center are invoiced and shipped 99% accurate as to contents, value, weight, style, size and width. TRACK 'N TRAIL AGREEMENT FOR STOCK APPRECIATION RIGHTS TRACK 'N TRAIL, INC., a California corporation (the "Company"), agrees with XXXX XXXXXXXXX ("Xxxxxxxxx") as follows:
Measures of Performance. 4.1 Maintain an inventory of potential new sites in order to satisfy corporate growth.
4.2 Insure timely new store openings to meet corporate financial goals.
4.3 Perform all construction projects in concert with lease contract obligations.
4.4 Construct new facilities and remodels within projected cost budget.
4.5 Evaluate and maintain effective cost basis for all store components.
4.6 Interview and approve contractors, architects and suppliers for all facilities projects.
4.7 Establish and maintain an accountability system for HVAC maintenance and repair.
4.8 Establish and maintain positive relationships with the development community.
4.9 Provide Senior Management with technical support for all development projects on an as-needed basis.
4.10 Report real estate department progress and status to Senior Management on a periodic basis.
4.11 Meet real estate department expense budget commitments.
4.12 Provide job descriptions and performance evaluations for all real estate personnel.
4.13 Establish and maintain a secure filing system for corporate leases and legal documents.
4.14 Establish and maintain cost effective system for lease legal review. DATE: JANUARY 3, 1994 TO: XXXX XXXXXX FROM: XXXX XXXXXXXXX XX. SUBJECT: 1994 EXECUTIVE BONUS PROGRAM - - - - - - - - - - - - - - PERSONAL AND CONFIDENTIAL - - - - - - - - - - - - - I AM PLEASED TO ANNOUNCE THE 1994 BONUS PLAN FOR YOU, FOR THE PERIOD ENDING 12/31/94. THE DETAILS AND AN EXAMPLE OF THE PLAN ARE ON THE ENCLOSED ATTACHMENT. YOUR BONUS EARNINGS WILL BE BASED UPON THREE AREAS OF RESPONSIBILITY AS FOLLOWS:
1) PROFITABILITY - 1.5% EARNINGS ON PRE-TAX INCOME ABOVE THE BENCHMARK EARNINGS OF $2,499,000.
2) PROJECT COMPLETION - $500 PER PROJECT COMPLETED ON TIME AND ON BUDGET.
3) PROJECT SAVINGS - 20% OF THE SAVINGS UNDER BUDGET FOR EACH PROJECT COMPLETED ON TIME AND ON BUDGET. IT IS UNDERSTOOD THAT IF CERTAIN MINIMUM PERFORMANCE IS NOT ATTAINED AS DEFINED ON THE ATTACHMENT, THAT THE EMPLOYEE WILL NOT PARTICIPATE IN CERTAIN PORTIONS OF THE BONUS PROGRAM FOR 1994. THE PRE-TAX PROFITS WILL NOT BE PENALIZED (REDUCED) FOR ITEMS WHICH ARE NOT NORMAL OPERATING ITEMS, INCLUDING: - LEGAL BILLS INCURRED IN DEFENDING THE COMPANY FROM SHAREHOLDERS. - LEGAL/ACCOUNTING/APPRAISAL/INVESTMENT BANKING OR ANY OTHER BILLS RELATED TO THE SALE OR POTENTIAL SALE OF THE COMPANY. - ANY PAYMENTS/FEES PAID TO OR ON BEHALF OF XXXX XXXXXXXXX XX/XXXXXXX XXXXXXXXX. - ANY DISTRIBUTIONS TO THE SHAREHOLDERS. - ANY COURT ORDERED EXPENSE DUE TO...
Measures of Performance. Full compliance with the terms of the arrangement as detailed in this document and as documented in the employee's Workplan Objectives. Failure to comply may result in disciplinary action process.
