PERFORMANCE MANAGEMENT- Values:
My experience of Performance management was while working as a civil servant in the Home Office.

The management tool (the form):
The forms were standardised and those with line management responsibilities (which was nearly everyone unless on the basic grade) had training in supervision.
The forms were available on line and it was your personal responsibility to populate the appropriate sections twice a year by specific dates.
Team and personal objectives:
Each team had about 4 standard objectives, common to all in a given team.  There was a section for the objective and a section for describing how the objective was met.
Then there were individual objectives which referred to the specific role and responsibilities of your post. 
Process: These were discussed and agreed with the line manager.  Each needed to have the section completed, to evidence and demonstrate how the personal objectives were met.
Professional Development:
There was a professional development section to add any courses, goals, ambitions or specific additions to the role. There was an opportunity to discuss your ambitions and future career path and support with routes to progress through the grade levels.
The form was signed off by comments added by the line manager and head of unit and also agreement by the person being performance managed.
A tool for managing performance:
When line managing a colleague on a lower grade, I used this tool to monitor and improve the poor performance.  He was ambitious but tardy, resentful of not achieving the level that he felt he deserved and took advantage of any situation to work less hours and take extended lunches as well as refusing to let go of some responsibilities in order to take on new requirements. The PMF that we used, was extremely effective in calling him to account, challenging him objectively and ensuring that he took responsibility for his performance and knew what he must do to improve it. Using a PMF, avoided personal challenges from myself as manager and enabled us to work together objectively towards solutions and improved performance.
Values:
PMFs are only a tool, which can be used effectively or misused.  The values underpinning my management responsibilities were to demonstrate acknowledgement of good performance, to improve performance where necessary and to provide opportunities for colleagues to express their ambitions and professional development requirements.  I feel that any professional working in the public sector must be accountable (or as Marie puts it, take responsibility).  It is our responsibility to evidence our practice, demonstrate performance that is within our job description and to accept constructive criticism and take action to excel t every aspect of the role that we have been given.
Resources:
I can scan/ photocopy/ email anyone who would like to see a proforma from HO, my half year review of someone I ine managed in 2007 and some guidance notes on setting objectives and a template which describes the criteria