This article begins with the author's ideas about the meanings of human performance, success and failure. The process of managing performance is then sketched. Fourteen significant issues associated with the different phases of the process are next discussed. The article concludes with some predictions and prescriptions for performance management in the future.

Because unethical behavior stems from an interaction of certain personal and situational conditions and invariably affects other people, ethics in government or in any other workplace must be both an individual and an organizational responsibility. There are two kinds of unethical behavior, the legal and the illegal. The legal kind is by far the most common. This article identifies the basic causes of unethical behavior, the essential elements of a government ethics program, and discusses a few of the elements.

In a team‐based organization, the performance not only of the teams as a whole but also of their individual members needs to be managed and managed very well if tall performance (consistently competent, ethical, and motivated behavior that always produces the best results) is to be reached and sustained. In this article, four principles are first overviewed that underlie a new model of performance management designed by the author. The principles are those of tall performance, accountability, responsible empowerment, and performance management. An overview of the new model is then given. Among the model’s salient features are the way it preserves the “we” without sacrificing the “me”, a non‐traditional way to do performance appraisals, and accountability not only for results but also for behaviors, including ethical conduct.

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