Sentence examples for clearly defined performance from inspiring English sources

He abandons Segel and doesn't get a clearly defined performance out of Kristen Bell (from TV's "Veronica Mars" and "Heroes").

But if done correctly, evaluations create a way for the board and the CEO to hold each other accountable to clearly defined performance expectations while avoiding the dangers of getting the board involved in day-to-day management.

To obtain best overall monorail system cost and performance, transit authorities should use a full turnkey procurement approach or similar based on clearly defined performance parameters and preferably including a significant period of operations and maintenance to capture full life cycle costs.

And although there are a limited number of underperformers, she is committed to clearly defined performance standards to which teachers, administration, the district and the board are held accountable.

In the domain of institutional interventions the majority of the hospitals (21/22, 95%) had developed an annual operational plan (AOP) for the HMIS department with clearly defined performance objectives.

In this regard, New Zealand DHBs have formal mission statements and clearly defined performance objectives, codes of conduct and procedures spelling out exactly what is required for the governance function.

However, previous studies [ 1, 3- 5] on the effects of exercise on DNA damage did not examine whether an aerobic training protocol with intensity, volume and load clearly defined improves performance without leading to peripheral blood cell DNA damage.

Although some studies on chronic and acute effects of exercise on DNA damage measured by the comet assay have been performed, it is unknown if an aerobic training protocol with intensity, volume, and load clearly defined will improve performance without leading to peripheral blood cell DNA damage.

Further research is currently underway to clearly define these performance indicators so that all ECs have the same working understanding of them.

This can be explained by the fact that the two most effective means to control an organization from the outside are to hold its most powerful decision maker, the chief executive officer, responsible for its actions and to impose clearly defined standards on it (performance targets or rules and regulations).

These processes also promote accountability, where implementers have clearly defined responsibilities, roles and performance expectations, including the prudent use of resources.