Introduction The major criterion that is used in evaluating performance contracts is the assessment of the core roles of the contractor. This is because the ultimate goal of a performance contract is improving the quality of results posted by contractors. This will ultimately improve the efficiency of the contractor with regard to the use of resources. Various governments around the world have resorted to the use of performance contracting for this reason. In this essay, the author is going to look at various criteria of evaluating a performance contract. A discussion of at least one aspect of contract performance that has the potential to bring about difficulties in the author’s current and future positions will be provided. The author will also look at the strategies that can be used to overcome difficulties brought about by performance evaluation. At least two ‘best practices’ that can be used to deal with data, patents, and copyrights will also be analyzed. This is in addition to an explanation of how best to apply these practices in the author’s current and future positions. Elements of a Performance Contract It is noted that a performance contract between an employee and an organization should have clearly defined performance elements. This is especially so given that a performance contract is one of the most important documents used to gauge the efficiency (or lack of it thereof) of the employee. The elements that should be clearly defined and illustrated include the desired or expected results, guidelines to be followed, resources at the disposal of the employee, accountability and consequences of the employee’s actions among others (Flyvbjerg & Cowi, 2004). It is important to note that desired results should stipulate both strategic and operational duties that the employee is expected to perform within a stipulated period of time. This means that the objectives of the contract should be streamlined and aligned with the day to day activities of the employee (Hongxia, 2011). Secondly, the roles of the employee in the organization should be highlighted so as to enhance governance (Hongxia, 2011). There are parameters that outline the quality of results to be posted within a specified period of time, as well as the principles and policies that will govern the execution of the contract. The contract should also specify the resources that the employee will have access to within and without the organization. This includes human, technical, financial, and organizational support that will help the employee in accomplishing their tasks. It is also important to clarify the level of accountability expected on the part of the employee as per the specifications of the contract. The rewards and incentives to be given out when the employee achieves the set targets- for example promotion, increase in payment and such others- should also be made clear. Finally, the consequences of failure to achieve the targets within the stipulated period, taking into consideration exogenous factors, should be made clear to the employee. These are consequences that may include cancellation of the contract. Performance Evaluation Methodology The evaluation methodology takes into consideration the interests of the employees and those of the employer. In this case, the government is the employer while public servants are the employees. In terms of results, the output of the various departments within a given period of time (usually within one financial year) is assessed (Jensen & Murphy, 2011). In addition to this, the achievement of the strategic plan formula