Much attention has been directed toward the measurement of organizational effectiveness. A competing values framework was used in a 2-year longitudinal study of 30 local offices of the Employment Service to develop a methodology for monitoring organizational effectiveness. Data were collected from all staff members and office records. Analysis of staff questionnaire data revealed eight factors parallelling the dimensions of effectiveness proposed in the competing values framework, i.e., cohesion/morale, human resources, flexibility, resource growth, information management, stability, planning, and productivity. These eight dimensions of organizational performance reflected three sets of competing organizational values: people versus organization, control versus flexibility, and means versus ends. The results indicate that the availability of broadly-scoped factor scores for the analysis of differential intraorganizational convergence of managerial and staff perceptions of office effectiveness provides a potentially useful diagnostic basis for a variety of organizational interventions within the competing values framework. (Author/NRB)