Relevant bibliographies by topics / IT Performance Management

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'IT Performance Management'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "IT Performance Management"

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S.Jayakrishna, S. Jayakrishna, N. Sainath N.Sainath, M. V. Subbareddy M.V.Subbareddy, and N. Raji Reddy N.Raji Reddy. "Performance Management System." Indian Journal of Applied Research 1, no. 7 (October 1, 2011): 145–47. http://dx.doi.org/10.15373/2249555x/apr2012/47.

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Roy, Swapan Kumar. "An Introduction To Performance Management." International Journal of Scientific Research 1, no. 4 (June 1, 2012): 66–68. http://dx.doi.org/10.15373/22778179/sep2012/24.

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Dr. C. Swarnalatha, Dr C. Swarnalatha, and T. S. Prasanna T. S. Prasanna. "Performance Management and Employee Engagement." Indian Journal of Applied Research 2, no. 3 (October 1, 2011): 132–36. http://dx.doi.org/10.15373/2249555x/dec2012/40.

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VIOLET, J. JERLIN, and H. JOSIAH H.JOSIAH. "Performance Management Using Balanced Scorecard." Indian Journal of Applied Research 4, no. 4 (October 1, 2011): 1–3. http://dx.doi.org/10.15373/2249555x/apr2014/239.

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Pandey, Manoj, and Rajesh Kr Dubey. "Performance Measures in Supply Chain Management." Indian Journal of Applied Research 4, no. 2 (October 1, 2011): 14–17. http://dx.doi.org/10.15373/2249555x/feb2014/91.

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Nawab, Samina, Tahira Nazir, Muhammad Mohsin Zahid, and Syed Muhammad Fawad. "Knowledge Management, Innovation and Organizational Performance." International Journal of Knowledge Engineering-IACSIT 1, no. 1 (2015): 43–48. http://dx.doi.org/10.7763/ijke.2015.v1.7.

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Schmidle, Timothy P. "Performance Management." Public Performance & Management Review 35, no. 2 (December 1, 2011): 370–89. http://dx.doi.org/10.2753/pmr1530-9576350206.

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Agarwal, G. K. "Performance Management." NHRD Network Journal 1, no. 2_Special_Issue (February 2007): 66–69. http://dx.doi.org/10.1177/0974173920070214s.

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Shutler, M., and J. Storbeck. "Performance management." Journal of the Operational Research Society 53, no. 3 (March 2002): 245–46. http://dx.doi.org/10.1057/palgrave.jors.2601345.

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Stark, R. "Performance management." Information Professional 4, no. 4 (August 1, 2007): 32–33. http://dx.doi.org/10.1049/inp:20070416.

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Dissertations / Theses on the topic "IT Performance Management"

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Heitmann, Volker. "Airline performance management /." Schaan : Gutenberg Verlag, 2005. http://aleph.unisg.ch/hsgscan/hm00142492.pdf.

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Israelsson, Josefine. "Performance Management : – En kvalitativ studie av ledares upplevelser av målstyrningsverktyget Performance Management." Thesis, Stockholm University, Stockholm University, Stockholm University, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-28846.

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Performance Management är en process som syftar till att säkerställa att alla inom en organisation arbetar i samma riktning. Detta uppnås genom att öka tydligheten kring organisationens strategiska mål samt koppla dessa till medarbetarens individuella mål. Vidare är det viktigt att kommunicera vad som förväntas av medarbetarna i termer av arbetsprestationer samt hur detta skall uppnås för att lyckas med uppdraget att minska gapet mellan medarbetares arbetsprestationer och ledningens ambitioner (Armstrong & Baron, 2005).Uppsatsens övergripande syfte är att undersöka vilka erfarenheter ledare inom det multinationella telekom- och IT-företaget Logica har av att arbeta med Performance Management samt vilka delar av implementeringen som har varit lätta respektive svåra att genomföra. Vidare vill jag undersöka hur organisationen ytterligare kan förstärka arbetet med Performance Management-processen baserat på ovanstående.Den empiriska undersökningen har genomförts med kvalitativ metod i form av tre stycken fokusgruppintervjuer med ansatsen Experiential Focus Group. Som komplement till fokusgruppintervjuerna har analys av interna dokument som beskriver Performance Management-processen inom Logica, genomförts.Resultatet av undersökningen visar att ledarnas upplevelser av Performance Management-processen varierar beroende på vilken typ av arbetsgrupp man är ledare för. Trots viss problematik vid översättning av processens aktiviteter kopplade till målsättning, utvärdering, uppföljning och feedback till ett svensk arbetssätt, upplever ledarna att processen är ett stöd i ledarskapet. Detta med anledning av att den gör bedömningen av arbetsprestationer mer rättvis samt skapar möjligheter till ökad kommunikation med medarbetare kring personliga och organisatoriska mål.

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Maphazi, Thandeka. "Transition from performance appraisal to performance management." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1018570.

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The aim of this research study was to conduct an investigation to establish whether a performance management system would facilitate the achievement of the organisation’s strategic goals and objectives. The organisation used as a case study in this research uses a performance appraisal process which is not effective in facilitating the organisation’s strategic goals and objectives. Hence, this study has been undertaken against the above background. The researcher has utilised a positivist paradigm in this research. This means that the researcher has used a quantitative methodology in the process of data collection. A random sampling technique was used with an aim of including critical elements of the population of this study. More particularly, 50 employees of the organisation were electronically presented with a questionnaire based on important key elements of performance management. Moreover, the questionnaire included a Likert type scale consisting of closed and opened-end questions. Questionnaires were received from 35 employees, of which one was from senior management, 13 project managers, 12 from supervisory staff and 9 from support staff. Statistica was used in this research as a software program for the quantification of the data. This study revealed that the transition to a performance management will help the selected company achieve their strategic goals and objectives. Recommendations are made for the role of line management and the role of human resources in performance management.
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Küntzle, Frank. "Performance Management im Lebensmitteleinzelhandel /." [S.l.] : [s.n.], 1999. http://aleph.unisg.ch/hsgscan/hm00002201.pdf.

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Rana, Atul, and Yaser Hamed. "Performance Management System for Temporary Employees : Understanding differences in Performance Management between Temporary and Permanent Employees." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-31694.

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Purpose – The purpose of this study is to find the organizational practices in place for the performance evaluation of temporary employees and how that varies from permanent employees. Method – The study takes an inductive and interpretive approach to find out the unknown practices. The study is conducted over 7 respondents from different organizations split between recruitment agencies and client organizations and represents practices maintained by both set of industries. Findings – The study identifies low standardization in performance evaluation and discusses the variance from literature over the subject matter. Also a model is drawn based on the amalgamation of literary review and empirical results. Implications – The study presents variance in the processes for temporary employees and the prime areas where the variance occurs. For the organizations to have fair and just performance management system and for equality towards temporary employees, these issues must be addressed. Limitations – Cultural practices are not taken into consideration and literature might be based on different cultural practices than the respondents country and for a wholesome study, more respondents might be needed.
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Jooste, J. L. (Johannes Lodewikus). "A performance management model for physical asset management." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53286.

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Thesis (MScEng)--University of Stellenbosch, 2003.
ENGLISH ABSTRACT: Two fundamental aspects in modem business success are performance management and physical asset management. The current problem in the asset management environment is the lack of structured performance management, which is required to effectively control and enhance the dynamics of the asset and its life cycle. The result is ineffective assets with high life cycle costs, which will consequently influence the bottom line and return on investment, negatively. An Asset _eerformance Management Model (APM2 , pronounced A-P-M square) was developed. A sound theoretical foundation together with the experience of a leading asset management consultant resulted in the realization of a model that (i) gives a balanced view of asset performance, (ii) link asset performance to strategic business objectives, (iii) facilitates decision-making and problem solving, and (iv) enhances asset control and continuous improvement. The APM2 was developed by rese~ching and integrating five building blocks, which encompass the model requirements. The APM2 consists of two distinct components, namely: • the APM Reference Structure (APMRS), and • a range of APM Dockets. The APMRS is a basic structure that integrates the various building blocks into a framework for providing guidance and control, giving perspective on the entire model and explaining the high-level content of the model. It consists of five levels, each with a distinct focus: • Levell: Enterprise • Level2: Factory • Level3: Process Unit • Level4: Aggregate • Level5: Component The APM Dockets are a subset of the APMRS, where each level has a docket. These dockets are executable, unit-specific procedures, guiding and leading stakeholders towards improved asset performance. Also each of the five levels consists of six similar and inter-related elements. These elements are the foundation for each docket: lement 1: Stakeholders Element 2: Objectives Element 3: Measures Element 4: External Monitor & Targets Element 5: Responsibilities & Decision-Making Element 6: Control & Continuous Improvement Element 7 represents the link to the next level in the APM Reference Structure. • • • • • • Conclusively the APM2,s simplicity and understandability is realized through the APM Reference Structure, while the range of APM Dockets contribute to the practicality objective. The model has a strong theoretical foundation, but at the same time is generic, to be used in a wide range of industries. A leading asset management consultant plans to integrate the APM2 into their asset management program based on the thesis documentation. This application will test and validate the APM2 in practice. It is further recommended that an asset management program, with the associated APM2 , be used in conjunction with the Theory of Constraints and Total Productive Maintenance, because of obvious relationships. Further research is also suggested in relation with some of the experimental asset life cycle phases as well as certain financial considerations.
AFRIKAANSE OPSOMMING: Twee fundamentele aspekte in hedendaagse besigheidsukses is prestasiebestuur and fisiese batebestuur. Die huidige probleem binne die batebestuursomgewing is die gebrek aan gestruktureerde prestasiebestuur, wat 'n vereiste is vir effektiewe beheer en verbeterings rondom die bate en sy lewensiklus. Die resultaat is oneffektiewe bates met hoë lewensikluskoste wat gevolglik wins en beleggingsopbrengs negatief beïnvloed. 'n Prestasiebestuur Model vir Bates (APM2, uitgespreek as A-P-M square) is ontwikkel. 'n Deeglike teoretiese fondasie tesame metdie ondervinding van vooraanstaande raadgewende batebestuurders, het die realisering van 'n model tot gevolg gehad, wat (i) bateprestasie gebalanseerd voorstel, (ii) bateprestasie met strategiese doelstellings verbind, (iii) besluitneming and probleemoplossing fasiliteer, en (iv) batekontrole en voortdurende verbetering bevorder. Die APM2 is ontwikkel deur middel van die identifisering en integrasie van vyf boustene wat die vereistes vir die modelomvat. Die APM2 bestaan onderskeidelik uit twee komponente, naamlik: • die APM Verwysingstruktuur (APMRS), en • 'n reeks APM Vouers. Die APMRS is 'n basiese struktuur wat die verskillende boustene binne 'n raamwerk integreer en sodoende leiding en beheer fasiliteer, die model as geheel in perspektief stel en die modelinhoud op hoë vlak verduidelik. Dit bestaan uit vyf vlakke, elk met 'n spesifieke fokus: • Vlak 1: Onderneming • Vlak2: Fabriek • Vlak 3: Proseseenheid • Vlak 4: Aggregaat • Vlak 5: Komponent Die APM Vouers is 'n subdeel van die APMRS, waar elke vlak 'n vouer het. Hierdie vouers is uitvoerbare, eenheid-spesifieke prosedures wat deelhebbers lei na beter bateprestasie. Ook bestaan elkeen van die vyf vlakke uit ses soortgelyke en inter-afhanklike elemente. Hierdie elemente is die fondasie vir elk van die vouers: • Element 1: Deelhebbers • Element 2: Doelwitte • Element 3: Metings • Element 4: Eksterne Monitering & Mikpunte • Element 5: Verantwoordelikhede & Besluitneming • Element 6: Kontrole & Voortdurende Verbetering • Element 7 stel die verbinding met die volgende vlak in die APM Verwysingstruktuur voor. Gevolglik word die eenvoud en verstaanbaarheid van die APM2 gerealiseer deur die APM Verwysingstruktuur, terwyl die reeks APM Vouers bydra tot die praktiese doelwit. Die model het 'n sterk teoretiese grondslag, maar terselfdertyd is dit generies, sodat dit in 'n wye spektrum van industrieë gebruik kan word. Gebaseer op die tesis dokumentasie beplan vooraanstaande raadgewende batebestuurders om die APM2 te integreer met hul batsbestuursprogram. Hierdie toepassing sal sodoende die APM2 in die praktyk toets en bekragtig. Dit word verder aanbeveel dat 'n batebestuursprogram, met die geassosieerde APM2, tesame met die Theory of Constraints en Total Productive Maintenance gebruik word, as gevolg van voor die hand liggende verwantskappe. Verdere navorsing word ook voorgestel in verband met die eksperimentele fases binne die batelewensiklus, asook rakende sekere finansiële oorwegings.
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Dickinson, Graham. "Performance measurement and performance management of innovative products." Thesis, University of Bath, 2008. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.503368.

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Increasing interest is being shown in performance measurement, in both the academic literature and by practitioners. When implementing innovative products, organisations are facing issues of how to measure and manage the performance of the products concerned and how to do so in a worthwhile way. Reviewing existing literature suggests that there has been limited research on the value of performance measurement and management processes and indeed little conceptual distinction has been made between performance measurement and performance management. A conceptual framework is developed, structured around concepts from the existing literature showing two ways of distinguishing performance measurement and performance management. Performance management processes are shown as broader than performance measurement processes and the influences of the processes on performance are also displayed, another way of differentiating between the two concepts. The framework provides a structure for a pattern matching analysis using empirical data. Empirical data collection involved four case studies, each focusing on a medical device being implemented in the UK public healthcare sector. Forty-six semi-structured interviews explored performance measurement and performance management processes in the implementation of the innovative products, as well as exploring the influences of those processes on performance of the innovative products. The findings from the thesis highlight key performance measurement and performance management processes that occur in the implementation of innovative products, finding that the two can best be distinguished by their influence, or lack of influence, on performance. Performance reporting is also highlighted as a key concept. The findings indicate that performance measurement and reporting processes alone cannot be expected to have an influence on performance, however if performance management processes occur too then they can.
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Haslett, Vaughan. "Performance bonus as entry vehicle to performance management." Thesis, Cape Technikon, 1999. http://hdl.handle.net/20.500.11838/2058.

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Thesis (MTech (Busines Administration))--Cape Technikon, 1999.
The purpose of this research is to answer the following fundamental question: "Is the performance bonus approach a viable alternative methodology for implementing a Performance Management and Development intervention in South African companies? " The intention is to use the performance bonus as an entry vehicle for the establishment of a fully functional performance management and development system. The introduction of a performance based bonus system is intended to instill the recognition of "the pay for performance" concept as opposed to one of entitlement. What is expected is that a culture of performance will develop encompassing standards of work performance, goal orientation and a level of individual responsibility for recognition and reward. Understanding and acceptance of the performance bonus will create a platform for the introduction of further levels of remuneration, being increases and finally basic salary becoming performance based. Furthermore, this will allow the development of the further necessary levels of a fully functional integrated performance management and development system. This would entail the inclusion of management levels within the system as well as operational levels (departments, divisions and regions) and finally the organisational level thereby linking all aspects of the system to overall strategy.
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Li, Liya. "Performance appraisal management in Qidi." Thesis, Högskolan i Gävle, Avdelningen för ekonomi, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-7610.

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The purpose of this study is to explore the performance appraisal practice in Qidi, and suggest in what way Qidi should go in performance appraisal in the future. The result shows that there are some problems in Qidi’s performance appraisal, management. Thereby, the suggestions are that Qidi should establish a standard performance appraisal system, create a formal control system, and keep the process transparent in appraisal.
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Awaritoma, Oghenefejiro. "Performance Management in Lean Production." Thesis, Linnéuniversitetet, Ekonomihögskolan, ELNU, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-9005.

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Background: Lean production and performance management are very important aspect in the production process because when activities that do not add value to a product are not reduced or eliminated it would amount to waste which would eventually result to unnecessary cost for the organization. Thus it is vital to have the right performance management system in place to control of the organization. Objectives: The purpose of this thesis is to first identify the different types of production wastes evident in the production process of the case companies and how these waste have been reduced or eliminated. As the management of performance in lean production is very important, the second objective of this study is find out how these companies are currently managing performance in lean production in comparison with the performance management systems model Method: This is a multiple-case study with systematic combining approach as the orientation. Interview and documents are the instruments of data collection. Empirical data from each case has been analyzed based on cross and within case analysis. Construct validity, external validity, and reliability are the basis for scientific credibility of this thesis. Conclusions: Not all types of production wastes are evident in all the case companies studied due to one reason or the other. In reducing or eliminating these wastes, they have adopted different lean principles based on their product type. When it comes to managing performance in lean production it is clear that each of the case company adopts almost similar performance management systems although they have adopted different approach. Suggestions for future research: It would be interesting to undergo a similar research in the service sector to see if the findings arrived would be the same or if it will lead to contradictory results. Additionally, since the main focus was on performance in within the studied case companies, it would be interesting to see the outcome of how performance management between these companies and their external suppliers would turn out.
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Books on the topic "IT Performance Management"

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Performance management. 2nd ed. New York: McGraw-Hill, 2012.

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Bacal, Robert. Performance management. New York: McGraw-Hill, 1999.

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Schwartz, Andrew E. Performance management. Hauppauge, NY: Barron's Educational Series, 1999.

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Suff, Paul. Performance management. London: Industrial Relations Services, 2001.

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Performance management. Toronto: Prentice Hall, 2003.

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Szilagyi, Andrew D. Management & performance. 3rd ed. Glenview, Ill: Scott, Foresman and Company, 1988.

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Committee, Connecticut General Assembly Legislative Program Review and Investigations. Performance management. Hartford, CT: The Committee, 1999.

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Tapomoy, Deb, ed. Performance management. Oxford: Oxford Univ Press, 2008.

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Performance management. Upper Saddle River, NJ: Pearson Education, 2005.

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Aguinis, Herman. Performance management. 2nd ed. Upper Saddle River, N.J: Pearson Prentice Hall, 2009.

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Book chapters on the topic "IT Performance Management"

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Greene, Robert J. "Performance Management." In Rewarding Performance, 18–38. 2 Edition. | New York : Routledge, 2019. | Revised edition of the author’s Rewarding performance, 2011.: Routledge, 2018. http://dx.doi.org/10.4324/9780429429019-3.

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Preen, Alexander v., Hans-Georg Blang, Giuseppe Costa, and Wibke Schmidt. "Stage 4: Performance Management performance management." In Strategic Human Resource Development, 135–57. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-31473-5_8.

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Kempton, John. "Performance Management." In Human Resource Management and Development, 153–72. London: Palgrave Macmillan UK, 1995. http://dx.doi.org/10.1057/9780230374799_8.

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van Aartsengel, Aristide, and Selahattin Kurtoglu. "Performance Management." In Management for Professionals, 77–80. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35904-0_7.

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López-Fernández, Andrée Marie. "Performance Management." In Business Leadership and Market Competitiveness, 49–69. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-03347-7_3.

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Götz, Klaus. "Performance Management." In Führungskräfteentwicklung, 67–80. Berlin, Heidelberg: Springer Berlin Heidelberg, 2014. http://dx.doi.org/10.1007/978-3-642-41060-4_4.

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Weik, Martin H. "performance management." In Computer Science and Communications Dictionary, 1246. Boston, MA: Springer US, 2000. http://dx.doi.org/10.1007/1-4020-0613-6_13806.

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Kilroy, Steven. "Performance Management." In Human Resource Management, 121–38. London: Macmillan Education UK, 2019. http://dx.doi.org/10.1057/978-1-352-00403-8_7.

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Cokins, Gary. "Performance Management." In Case Studies in Performance Management, 1–19. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119202875.ch1.

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Maley, Jane. "Performance Management." In Human Resource Management, 185–212. London: Macmillan Education UK, 2017. http://dx.doi.org/10.1057/978-1-137-52163-7_9.

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Conference papers on the topic "IT Performance Management"

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Heger, Christoph, André van Hoorn, Mario Mann, and Dušan Okanović. "Application Performance Management." In ICPE '17: ACM/SPEC International Conference on Performance Engineering. New York, NY, USA: ACM, 2017. http://dx.doi.org/10.1145/3030207.3053674.

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Cleven, Anne, Robert Winter, and Felix Wortmann. "Process performance management." In the 2011 ACM Symposium. New York, New York, USA: ACM Press, 2011. http://dx.doi.org/10.1145/1982185.1982250.

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"INTEGRATED PERFORMANCE MANAGEMENT." In 7th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2005. http://dx.doi.org/10.5220/0002551301740178.

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"INTEGRATED PERFORMANCE MANAGEMENT." In 7th International Conference on Enterprise Information Systems. SciTePress - Science and and Technology Publications, 2005. http://dx.doi.org/10.5220/0002551402940299.

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Snodgrass, Mary Beth, Colby Hafner, Joanne Howard, and Soledad Milius. "Integrating Social Performance Management: A Comparison With HSE Performance Management." In SPE Americas E&P Health, Safety, Security and Environmental Conference. Society of Petroleum Engineers, 2013. http://dx.doi.org/10.2118/163770-ms.

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Grosvenor, R. I. "Intelligent process monitoring and management." In IEE Seminar Control Loop Performance Assessment. IEE, 2002. http://dx.doi.org/10.1049/ic:20020226.

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Amar, Rahil. "Drilling Performance Management System." In SPE/IADC Middle East Drilling and Technology Conference. Society of Petroleum Engineers, 2007. http://dx.doi.org/10.2118/107250-ms.

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Goremykina, Galina. "SMART EDUCATION: PERFORMANCE MANAGEMENT." In 5th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS SGEM2018. STEF92 Technology, 2018. http://dx.doi.org/10.5593/sgemsocial2018/3.4/s13.084.

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Rahil, A. "Drilling Performance Management System." In IPTC 2007: International Petroleum Technology Conference. European Association of Geoscientists & Engineers, 2007. http://dx.doi.org/10.3997/2214-4609-pdb.147.iptc11099.

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Patchigolla, Venkata N. Ramarekha, John Springer, and Kyle Lutes. "Embedded Database Management Performance." In 2011 Eighth International Conference on Information Technology: New Generations (ITNG). IEEE, 2011. http://dx.doi.org/10.1109/itng.2011.171.

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Reports on the topic "IT Performance Management"

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IT Corporation, Las Vegas, NV. Performance Management Plan. Office of Scientific and Technical Information (OSTI), August 2002. http://dx.doi.org/10.2172/801188.

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EDER, D. M. Environmental Management Performance Report. Office of Scientific and Technical Information (OSTI), July 2002. http://dx.doi.org/10.2172/807979.

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EDER, D. M. Environmental Management Performance Report. Office of Scientific and Technical Information (OSTI), May 2002. http://dx.doi.org/10.2172/807758.

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Damania, Bhavesh, Steve Vestal, Devesh Bhatt, and Rashmi Bhatt. Avionics System Performance Management. Fort Belvoir, VA: Defense Technical Information Center, May 1998. http://dx.doi.org/10.21236/ada388145.

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Frederiksen, Anders, Lisa Kahn, and Fabian Lange. Supervisors and Performance Management Systems. Cambridge, MA: National Bureau of Economic Research, April 2017. http://dx.doi.org/10.3386/w23351.

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Young, Stanley, and Dennis So Ting Fong. Arterial Performance Management System Lexicon. Purdue University, December 2017. http://dx.doi.org/10.5703/1288284316565.

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EDER, D. M. Environmental Management Performance Report November 2000. Office of Scientific and Technical Information (OSTI), November 2000. http://dx.doi.org/10.2172/805449.

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EDER, D. M. Environmental Management Performance Report February 2002. Office of Scientific and Technical Information (OSTI), April 2002. http://dx.doi.org/10.2172/807932.

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EDER, D. M. Environmental Management Performance Report June 2000. Office of Scientific and Technical Information (OSTI), June 2000. http://dx.doi.org/10.2172/803922.

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EDER, D. M. Environmental Management Performance Report July 2000. Office of Scientific and Technical Information (OSTI), July 2000. http://dx.doi.org/10.2172/804217.

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