Involving workers will result in better targets and more buy-in to those targets. Below is a template for establishing measurements and targets. Measuring the process is half the battle. Providing meaningful feedback of those measurements is the other half. This usually is the person actually doing the work rather than a manager or supervisor.
Feedback is what causes people to alter their behavior and produce different results.
It is what causes an organization to improve and is so critical that it should be considered an obligation of every stakeholder to provide feedback, both good and bad. Feedback must be frequent and on-going rather than something that occurs only occasionally. The organization must avoid the No news is good news syndrome. The lack of feedback forces people to make assumptions which may be completely contrary to reality. In turn, their behavior may be wrong or even counter-productive.