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Performance Measurement and Improvement: an Assessment of the State of the Art
Abstract
This article attempts to show the frontier of government performance measurement. First, it introduces the sophisticated and effective strategies that public agencies have utilized for performance measurement within a comprehensive approach to productivity improvement. Multiple measures have been developed to improve a variety of management functions such as goal-setting and resource allocation. The article then outlines the cutting edge of performance measurement. Based on a number of case studies throughout the United States, this article discusses the state of the art in three performance areas: citizen-driven government performance, use of citizen surveys and performance reporting. Finally, the article concludes that the essential question in the future is how government can move to full adoption and implementation of citizen-driven, data-driven decision-making.
... On the one hand, it is reasonable to expect that every stakeholder engagement initiative should include some mechanism of reporting aimed at giving account of how the contribution of the different stakeholders have influenced the decisions and the results achieved by the organization (Preble, 2005;Bowerman & Hutchinson, 1998). On the other hand, if stakeholder reporting is to be considered a "real-accountability tool" and not simple propaganda, it should be based on some form of involvement (Andriof et al., 2003;Owen et al., 2001;Heikkila & Roussin, 2007;Ho & Coates, 2002;Holzer & Yang, 2004). ...
... Ideas regarding SER may be drawn from various theoretical traditions. SER is a key topic in several studies concerning private firms (Freeman, 1984;Mathews, 1993;Harrison and St. John, 1996;Mitchell, Agle & Wood, 1997;Frooman, 1999;Owen et al., 2000;Owen et al., 2001;Andriof et al., 2002 andCooper & Owen, 2007;Bebbington et al, 2007) as well public organizations (Kweit & Kweit, 1981;MacNair et al, 1983;Moore, 1995;Thomas, 1995;King et al., 1998;Poister & Streib, 1999;Roberts, 2002;Hinna & Monteduro, 2003;Marcuccio & Steccolini, 2005;Vigoda, 2002;Ho & Coates, 2002;Holzer & Yang, 2004;Bryson, 2004;Fung, 2004;Edelenbos & Klijn, 2005;Kaifeng & Callahan, 2007). ...
... As a response to these complexities, interactive forms of policy-making processes have emerged (Edelenbos 1999;Edelenbos and Klijn, 2006). These are modalities of conducting policies whereby a government involves its citizens, social organizations, enterprises, and other stakeholders in policy-making process, measurement, evaluation and reporting of policy outcomes (Edelenbos, 1999;Vigoda, 2002Ho & Coates, 2002Holzer & Yang, 2004;Skelcher et al. 2005;Kaifeng Y, Callahan K 2007). ...
From the public governance perspective, public decision making is a multi-stakeholder activity and a negotiative process rather than a hierarchical one. At the territorial level, public policies are nowadays defined and implemented by different forms of interactions between multiple local stakeholders. The paper explores the role of Stakeholder Engagement and Reporting (SER) in territorial governance. The case study of an Italian territorial development agency (the BIC Lazio) has been analysed in order to better understand how SER can be an effective way to enhance the quality of governance. At a distance of four years, this approach has significantly improved the quality of the processes by which the regional development policies are defined, implemented and assessed.
... Building and operationalizing such an agenda, however, requires strategic action and focused investments, guided by local evidence, with progress monitored over time. Measuring the effectiveness of policies and investments and monitoring overall progress towards the goal of healthy longevity gives visibility to key issues, enables benchmarking, and offers important information to guide agenda setting, prioritization of resources and planning across levels of action from the global to the local (Baranek, Veillard, and Wright 2011; Hulme, Savoia, and Sen 2014; Holzer and Yang 2004). Countries need a multi-sectoral measurement approach based on information that enables them to determine their progress towards avoiding and adequate management of NCDs, as well as other complementary goals that promote human capital accumulation and preservation across the life course. ...
As the global population rapidly ages, there is a pressing need for approaches to promote health, well-being, and productivity across the life course (Beard and Bloom 2015; Bloom and Sousa-Poza 2013). The Healthy Longevity Initiative (HLI) sets an agenda that emphasizes how inaction towards healthy longevity will have profound and far-reaching impacts on human capital and productivity. The HLI takes a life course approach to considering the linkages between human capital, non-communicable diseases (NCDs), healthy longevity, economic, and well-being outcomes. Increasing prevalence of NCDs, particularly amongst older adults, threatens both lives and livelihoods (GBD 2019 Ageing Collaborators 2022). Given changing demographics, urbanization, and increased exposure to complex risk factors, older adults living in low- and middle-income countries (LMICs) bear a growing and disproportionate burden of morbidity and mortality from NCDs (WHO 2014, Mathers and Loncar 2006). Yet, NCDs remain low on the policy agenda in many LMICs despite the accelerating threat they pose not only to individual health and well-being, but to human capital, productivity, and future growth more broadly (Miranda et al. 2008; Chaker el al. 2015; Allen et al. 2020).
... Demand is growing for the public sector to adopt various measures needed for local disaster management, such as performance management systems like the evaluation of the quality of disaster management (Simpson & Katirai, 2006). Performance management offers the opportunity to quantify outputs, allowing decision-makers, stakeholders, and the public to receive feedback and make meaningful decisions (Holzer & Yang, 2004). Performance measures and reporting may promote innovation and result in improved behavior, motivation, and processes (Radnor & Barnes, 2007). ...
... Demand is growing for the public sector to adopt various measures needed for local disaster management, such as performance management systems like the evaluation of the quality of disaster management (Simpson & Katirai, 2006). Performance management offers the opportunity to quantify outputs, allowing decision-makers, stakeholders, and the public to receive feedback and make meaningful decisions (Holzer & Yang, 2004). Performance measures and reporting may promote innovation and result in improved behavior, motivation, and processes (Radnor & Barnes, 2007). ...
... Components of performance management assist to address contemporary issues of governance in the areas of accountability, goal setting, transparency, and control in the public sector [34.] Certainly, performance measures are crucial components of several arrays of managerial interactions, demonstrated in such areas as human resource management and more recent decades, public institutions together with social and political systems [20,34,41,43]. ...
... As mentioned earlier, one purpose of introducing PM in the public sector is to improve the government's performance, which is typically understood in terms of efficiency and effectiveness (Hatry, 1978;Holzer and Yang, 2004;Taylor, 2009). Policy efficiency is the extent to which policy inputs are minimised for a given level of outputs, or outputs are maximised for a given level of inputs, whereas policy effectiveness is the extent to which actual outcomes meet the policy objectives (Althaus et al., 2018). ...
... As mentioned earlier, one purpose of introducing PM in the public sector is to improve the government's performance, which is typically understood in terms of efficiency and effectiveness (Hatry, 1978;Holzer and Yang, 2004;Taylor, 2009). Policy efficiency is the extent to which policy inputs are minimised for a given level of outputs, or outputs are maximised for a given level of inputs, whereas policy effectiveness is the extent to which actual outcomes meet the policy objectives (Althaus et al., 2018). ...
... Some performance measurement scholars have indicated the value of detailed performance information. Such researchers argue that a brief description of performance information leads to uncertain assumptions among managers' information processes; therefore, performance information should prevent a vague description of performance targets and events (Olsen, 2015;Holzer and Yang, 2004;Moynihan, 2008). Likewise, some experimental studies on public administration indirectly report the possibility of detailed information framing effects by showing the results of an episodic and symbolic description of performance data on citizens' judgmental processes toward public performance (Olsen, 2017b;Walker et al., 2018). ...
"Performance management has become a global trend in government reform movements. Previous studies have emphasized performance feedback, referring to the fact that local governments have ad opted numerous performance practices to enhance local service performance. Accordingly, while many studies sought mechanisms that motivate manag ers to seek performance feedback, they have not clarified how the different performance information signals foster managers’ problem-solving activities. This study conducted a survey experiment to assess local managers’ agreement with a prob lem-solving system such as performance consulting when presented with the performance information on citizen satisfaction with service quality. The re sults indicate that local managers with low citizen satisfaction scores are more reactive to the perfor mance information, supporting problem-solving sys tem, and the managerial reactions to performance information increase with detailed information."
... Although the indicators faced several challenges (Bratton and Chang, 2006), good governance should be operated as executable policy tools to achieve sustainable economic, social, and human development (Kaufmann et al., 2008). Citizen satisfaction therefore becomes a widespread performance information metric which can help to overcome the difficulties of measuring actual government outcomes (Holzer and Yang, 2004). Citizen satisfaction reflects people's judgment on the performance of the government and its officials (Ryzin, 2004). ...
Both corruption and subjective wellbeing are of concern to academics and governments. Although some evidence suggests that corruption deteriorates subjective wellbeing, the relationship between perception of official corruption and subjective wellbeing is still unknown. This study aims to examine the link between perceived official corruption and subjective wellbeing in the context of China and whether satisfaction with government performance has a mediating effect in the process. Based on data from China General Social Survey, a structural equation model was used to test the hypotheses. The results of 3,033 Chinese respondents suggest that perception of official corruption is negatively related to subjective wellbeing, and satisfaction with government performance plays a mediating role in the relationship between perception of official corruption and subjective wellbeing.
... Reforms applied to HE are deeply rooted in the New Public Management (NPM) paradigm (Hood, 1995;Osborne & Gaebler, 1992). The intensity rate of NPM development varied across countries but involved public sector organizations throughout the world (Pollitt, 2005;Guthrie & English, 1997;Christensen & Yoshimi, 2001;Holzer & Yang, 2004;Pavan et al., 2014). NPM reflects a wide range of different managerial principles and ideologies that have been applied to public sector organizations leading to the development of a variety of initiatives and technologies adopted for improving public services. ...
HEIs are currently undergoing major challenges as their role in society changes constantly. To adequately take on these challenges and benefit from possible opportunities related to such a changing role, innovative and more comprehensive approaches to University management are required (Bianchi & Caperchione, 2022). As previously described, managing academic institutions in the contemporary global context is a complex task that requires adopting effective PM mechanisms to fulfill the basic missions (i.e., Education and Research) such organizations exist for. In this regard, the previous chapters focused on a micro viewpoint aimed to explore and discuss how PM tools can comply with the organizational features of HEIs. They also investigated the role played by SD modeling in offering methodological support to design, implement, and use such tools through a DPM perspective (Bianchi, 2016; Cosenz, 2014). Research on University management has traditionally adopted an internally focused viewpoint to explore and experiment how PM tools in HEIs enable academic decision-makers to frame and assess value generation processes related to Education, Research, and their underlying administrative operations. In this way, they facilitate the pursuit of strategies and action plans oriented to primarily improve the organizational performance of Universities (Broadbent, 2007; Cave et al., 1997; Angiola et al., 2018; Miller, 2007; Bianchi & Cosenz, 2013; Cosenz, 2014; Guthrie & Neumann, 2007). This chapter is an enhanced and extended version of Cosenz (2022).
... Reforms applied to HE are deeply rooted in the New Public Management (NPM) paradigm (Hood, 1995;Osborne & Gaebler, 1992). The intensity rate of NPM development varied across countries but involved public sector organizations throughout the world (Pollitt, 2005;Guthrie & English, 1997;Christensen & Yoshimi, 2001;Holzer & Yang, 2004;Pavan et al., 2014). NPM reflects a wide range of different managerial principles and ideologies that have been applied to public sector organizations leading to the development of a variety of initiatives and technologies adopted for improving public services. ...
... A paradigm shift away from performance measurement and toward performance management began to occur in the early 2000s, which changed our approach to local government performance research in two fundamental ways (de Lancer Julnes & Holzer, 2001;Holzer & Yang, 2004;Norman, 2007). First, performance management came to be defined as using performance data to inform management and policy decision-making processes in public organizations (Moynihan, 2008), which represented a fundamental change from the inventory approach to local government performance measurement. ...
Prior research shows that reporting on outcome measures increases the probability that local officials will use performance data to inform their decisions. What has been overlooked in the literature is the question of why some local governments continue to focus more on outputs than on outcomes of service delivery, thereby limiting their ability to use performance data for decision-making. The purpose of this article is to identify organizational, individual, and support factors that could increase the probability that local officials in the Apulia Region of Italy when measuring performance, will move beyond the basic measures of output to the more advanced measures of outcome. Based on our logit regression model, we find that the factors of quantifiable objectives and employee training increase the likelihood that local officials will report on service delivery outcomes. An implication resulting from our research is the importance of giving local officials access to academic communities through applied research, technical assistance, and training sessions. We conclude with future research opportunities that would help advance the study and practice of performance measurement in local government.
... Theoretically speaking, combining features of the public-and private sector performance management traditions has several implications for performance management in hybrids. As Table 15.1 synthesized our discussion on the two and provided an overview to key di erences related to di erent characteristics of hybrids, let us continue the discussion by focusing on three aspects of performance management: target setting, performance measurement, and performance information use (e.g., Holzer & Yang, 2004;Pollitt & Bouckaert, 2011). While in an ideal sense, a performance management system is based on common objectives shared by all the relevant actors and agencies (Poister, 2003), a hybrid setting with mixed ownership constitutes a complicated environment that confuses the question of whose goals we are actually dealing with. ...
The chapter unfolds as follows. In the second section, we provide an overview of the main principles of performance management traditions in the public and private sectors. Moreover, we extend this discussion to the hybridized government settings by introducing the hybridity characteristics and their impacts on performance management systems and conceptualizations, particularly in public-private interactions. The third section connects the hybridity characteristics with the three value creation mechanisms in hybrid settings. The fourth section provides an illustrative public-private partnership (PPP) arrangement in the welfare sector that connects the dimensions of hybridity with the complexities and mechanisms of value creation. The final section presents concluding remarks and implications for further research.
... Theoretically speaking, combining features of the public-and private-sector performance management traditions has several implications for performance management in hybrids. As Table 1 synthesized our discussion on the two and provided an overview to key differences related to different characteristics of hybrids, let us continue the discussion by focusing on three aspects of performance management: target setting, performance measurement, and performance information use (e.g., Holzer & Yang, 2004;Pollitt & Bouckaert, 2007). ...
Modern forms of governance that combine public, private, and voluntary forms of institutional action are becoming more relevant and influential in society. Scholarly attention to hybridity, hybrid governance, hybrid organizations, and hybrid professionalism has also increased. For public-sector performance management, the implications are significant. While there are several areas in which maintaining the distinction between public and private sectors remains a relevant and justified basis for governing and managing societal activities and organizations, there exist important institutional contexts where it is crucial to understand complicated mixes and compromises regarding value-creation mechanisms in public, private, and civil society sectors and their impacts on performance management systems.
The aim of this chapter is to provide an analytical framework to understand the impacts of hybridity characteristics on performance management systems. We analyze the links between three elements: the hybridity characteristics of public sector activities (i.e., ownership, institutional logics, finance, and control), three forms of value-creation mechanisms pertinent in hybrid settings (i.e., mixing, compromising, and legitimizing), as well as their respective impacts on goal-setting and performance information design. We aim to show how performance goals and performance measurement information exhibit different value creation mechanisms in the context of hybrids. The focus is on exploring how distinct value creation mechanisms arise from the hybridity characteristics of the government.
Moreover, we provide insights on the design problems of performance management systems in hybrid settings: for example, in public-private partnerships, social enterprises, and state-owned enterprises. The chapter provides empirical illustrations to demonstrate our analytical framework.
... NPM dikembangkan untuk meningkatkan kapabilitas sektor publik (Guthrie et al., 1997(Guthrie et al., , 1999(Guthrie et al., , 2005Pollit, 2001;Jones et al., 2001) sebagai respon atas berbagai kendala yang dihadapi sektor publik yaitu krisis keuangan, inefisiensi pelayanan, lack of accountability dan korupsi (Pollitt, 2001;Sarker, 2006). NPM telah mendorong sektor publik untuk segera melakukan perbaikan kinerja (Guthrie and English, 1997;Christensen and Yoshimi, 2001;Holzer and Yang, 2004 Farneti F and Guthrie J, 2008), melalui pengukuran kinerja personal maupun organisasi dengan partisipasi peran Sumber Daya Manusia (SDM) sektor publik untuk mencapai visi, misi, tujuan, dan pembuatan keputusan serta kebijakan sektor publik (Power, 2000;Wisniewski and Stewart, 2004;Modell, 2004;Behn, 2005;Mardiasmo, 2006). Salah satu upaya yang dapat dilakukan untuk memperbaiki kinerja sektor publik adalah memperbaiki pengukuran kinerja SDM sektor publik yang saat ini ada, dengan menerapkan pengukuruan kinerja sektor bisnis (Modell, 2004;Jarrar, Y. and Schiuma, G., 2007). ...
... Consideration of developing more robust indicators that fulfil the extrinsic dimension of the knowledge function of indicators include fostering communication and plurality of information and understanding the social and cognitive processes that affect public choices (Yli-Viikari, 2009). The administrative feature of the intrinsic dimension of the capacity assessment function focuses on justifying the governance position which includes resource needs, organisational improvements, employee motivation and operational control (Holzer & Yang, 2004). ...
... Historically, studies of contractor performance have either used cost measures (Savas, 1977(Savas, , 1981Shetterly, 2000) or surveys of contract officers (Amirkhanyan, 2009(Amirkhanyan, , 2011Brown and Potoski, 2003a;Heinrich and Choi, 2007) to gather data. Cost, while an important aspect of a contract, is an input and does not reflect any of the outputs or outcomes that are traditionally associated with performance (Holzer and Yang, 2004;Moynihan, 2008). Surveys have been demonstrated to generate biased responses, particularly if they are administered long after an event or if the respondent has a personal motive to inflate their responses (Singleton Jr, Straits, and Straits, 1993)-conditions which are clearly present in the case of public-sector contracts and contracting officials. ...
This paper analyzes how financial controls, as established through the payment structure, are used and whether they influence federal contractor performance. These payment structures include variants on three primary types of contract: firm fixed-price, cost-reimbursement, and time-and-materials. Each of these payment structures creates different performance incentives for contractors, provides government contract managers with varying levels of information on contractor activities, and alters the dispersion of risk between the partners. The Federal Acquisition Regulation (FAR) prefers fixed-price contracts whenever possible, as they theoretically place the risk on the contractor, who is required to finish the work for the allocated price. Based on an analysis of nearly 25,000 federal definitive contracts that concluded between 2005 and 2014, findings indicate federal contracting officials tend to use payment structures in expected ways: to limit exposure to risk, leverage market forces, and reduce transaction costs when possible. Findings also show that there are important performance differences between contracts that use different financial structures, even when accounting for information asymmetries, asset specificity, and the complexity of the contracted work. Cost-reimbursement contracts are highly correlated with early contract termination.
... Public management has given emphasis to determine the government performance, which particularly focuses to measure the outcomes. However objective measures are not always appropriate to recognize the outcomes of government services [1]. To resolve this issue emphasis has given to connect internal activities along with the outcome which is appreciated by common people [2]. ...
... The purpose of performance measurement and evaluation is creation of target and result indicators, estimation of the resource needs of the institution, redistribution of resources, determination of institutional development strategies and increasing motivation so as to improve performance of employees (Holzer & Kaifeng 2004). ...
The process of evaluation of local government performance is a term which refers to regular measuring and reporting of activities of service units. Theoretical foundations for using performance measurement methods in local governments were laid in 1990s. In its most general sense, performance can be defined as assessing whether determined targets are achieved. This method is used in local governments with the purpose of ensuring sustainability, directing the distribution of resources needed for execution of programmes and services, and increasing satisfaction of those who benefit these services. Performance measurements generally refer to a multipurpose decision-making and evaluation process and several techniques have been developed. In this paper, 39 district municipality of Istanbul province were examined with four basic models (financial model, development services model, water services model, garbage collection services model) for the year 2014 and their performances were analysed with Data Envelopment Analysis Method.
... Without government regulation, due to air pollution's externality and spillover e ects, "the tragedy of commons" takes place (Burger and Gochfeld 1998). Air quality is considered as a sign of government regulatory capacity and an essential indicator of government performance (Holzer and Yang 2004). Di erent from other public services such as park and library; nobody can escape from enjoying the "service. ...
... The paper hereby adds to the discussion in performance management on the use and effect of performance data and goals (Moynihan, 2005;Rutherford & Meier, 2015) and provides a potential piece in the puzzle of why managers not only use performance data (Moynihan & Pandey, 2010) but also highly precise performance metrics. In general, performance management research has emphasized the importance of simplicity and parsimony in the presentation of performance data (Wholey & Hatry, 1992;Holzer & Yang, 2004). The simplicity of numerical performance information has the benefit of absorbing some of the uncertainties and assumptions of the underlying data (March & Simon, 1958;Moynihan, 2008;Stone, 1997). ...
Recent research suggests that precise numbers signal confidence and are more potent anchors. This idea runs counter to the emphasis on simplicity in the presentation of performance numbers found in performance management and measurement research. Regardless, political-administrative systems are dominated by numerical information when it comes to evaluating performance or setting future performance goals. This article presents a set of experiments that test how well the precision effect translates in a political-administrative setting (n=1,505). The findings provide no convincing evidence of a precision effect. Citizens’ evaluation of performance numbers seem to be largely unaffected by the roundness or precision of their numerical value. This is the case even if the numerical information is presented without any explicit political cues or are framed as non-manipulative expert judgments.
... While some scholars have suggested that the forces of NPM are now in decline (Hughes, 2003), a clear success story of this reform is the use of PM in the public sector for tracking the outputs and outcomes of service delivery (De Bruijn, 2002;Hoque, 2008;Johnson, 2005). The intensity rate of PM development varies across countries, but has involved public sector organizations throughout the world (Broadbent, 2007;Christensen & Yoshimi, 2001;Guthrie & English, 1997;Holzer & Yang, 2004;Lee, Cho, & Kim, 2009;Pollitt, 2005). ...
Though it draws a number of precursors, simulation-based techniques applied to traditional performance management frameworks constitute a novel approach to support public sector institutions in framing organizational performance dynamics and, as a result, improving public service delivery. This paper aims at contributing to the improvement of the outcomes achievable from the use of traditional performance management systems in the public sector by combining them with a simulation-based method named System Dynamics modeling. Such an approach is called Dynamic Performance Management.
... Stakeholder approach is another key perspective of assessing collaborative network effectiveness. In addition to the systematic logic of performance improvement, performance assessment needs to strengthen the entire performance improvement system by focusing on stakeholders' expectations, stakeholder satisfaction, and empowering stakeholders (Freeman, 1984;Holzer & Yang, 2004). The stakeholder approach of assessing effectiveness of collaboration is complex because diverse stakeholders may hold differing, incompatible, and changing criteria (Cameron & Whetten, 1983;Denison & Mishra, 1995;Lewin & Minton, 1986;Provan & Milward, 2001). ...
Studies on dynamics of power relationship play a significant role in the collaborative governance literature because many issues and challenges in collaborative governance can be linked to power asymmetry in collaboration. This article proposes a contingency framework on power asymmetry in collaborative governance that includes six contingency factors of power sharing from contextual, network, and node perspectives. We focus on how each contingency factor influences the relationship between power sharing and the effectiveness of collaborative governance and suggest that, instead of focusing on the attempt to balance power and share power in collaboration, it will be more fruitful to design and implement collaborative arrangements based on the dynamic contingencies.
... Legislative Decree n. 150/2009, which was characterized by the shift from New Public Management to Public Governance, is the norm which represents this transition. Here, the attempts at creating a management approach to public administration that were started in the 1990s are accompanied by a different approach, a multidimensional one that aims at external accountability in order to guarantee and favor transparent knowledge and understanding of the value created by public bodies (Moore 1995;Guthrie and English 1997;Kelly et al. 2002;Stoker 2006;Beck Jørgensen and Bozeman 2007;Bozeman 2007;O'Flynn 2007) and improving the satisfaction of user needs and use of resources (Holzer and Yang 2004). In this way, the importance of what is being measured (Berman 2002;Lemieux-Charles et al. 2003;Fryer et al. 2009;Van Dooren 2006) is connected with the outcomes of the government actions and the recipients of information are no longer only external bodies but stakeholders (especially citizens) who become more involved in the entire management model (Moore 1995). ...
The Italian public sector reforms in recent years have demonstrated an over-reliance on accounting-based financial measurements which has essentially created a sort of ‘hierarchization’ of performance. This chapter aims to demonstrate whether and how this predominance leads to negative consequences in the evaluation (and management) of public sector organizations: First, because in definitive governments, performance should be assessed coupling financial parameters with non-financial measures and qualitative judgements (Jones and Pendlebury in Public Sector Accounting, 6th ed., Pearson Prentice Hall, London, 2010); second, for the lack of a systemic approach, financial performance should not be the ultimate objective of public management but instead an instrument to evaluate the financial comparability of various priorities to purse (public value, social, environmental, etc.) (Esposito and Ricci in Public Money Manage 35(3):227–231, 2015).
Pelayanan publik merupakan salah satu pilar penting dalam penyelenggaraan pemerintahan yang efektif. Masyarakat sebagai penerima layanan memiliki ekspektasi yang tinggi terhadap kualitas pelayanan yang diberikan oleh instansi publik. Oleh karena itu, penilaian kinerja dan penerapan strategi yang tepat menjadi esensial dalam memastikan bahwa pelayanan yang diberikan sesuai dengan standar yang telah ditetapkan dan mampu memenuhi harapan masyarakat. Buku ini disusun dengan harapan dapat menjadi panduan bagi para praktisi, akademisi, serta
mahasiswa yang tertarik dalam bidang manajemen pelayanan publik. Isi buku ini mencakup berbagai aspek penting, mulai dari konsep dasar manajemen pelayanan publik, metode penilaian kinerja, hingga strategi implementasi yang relevan dalam konteks pelayanan publik di Indonesia maupun secara global
The chapter investigates the intricacies of performance Management and Evaluation in Public Administration. The purpose of performance management is to improve performance, foster effective communication and feedback, foster employee growth and development, and create goals that align with departmental and college strategic plans. Performance management is a collaborative effort between an employee and their supervisor. Evaluators have been attempting to place their jobs in connection with the development of performance management for a while now. While some have categorically dismissed performance management as conceptually inadequate and oversimplified, others have sought to identify similarities between the two methods of knowledge generation. In response to these worries, the authors note that complementarity has emerged beneath the broad definitions of performance management and assessment. Rather, they regard complementarity as inherent in the methods of measuring and monitoring used by practitioners in these fields. The six essential components of performance management—managers, leaders, accountability systems, performance budgeting, measuring, monitoring, and evaluation—are explained in this chapter. It also highlights some of the main issues that assessors have brought up about the reliability of the knowledge generated within performance-management approaches that do not rely on evaluations. The theoretical study was derived from a review of the literature. The public sector has not yet seen the anticipated gains in performance, accountability, transparency, quality of service, and value for money. In the public sector, performance management issues fall into three categories: technical, systemic, and involvement. Reorganizations and restructurings that are imposed from the outside hinder the effective use of performance management.
This paper investigates Public Sector Performance (PSP), Public Sector Efficiency (PSE), and Data Envelopment Analysis (DEA) scores for 11 CEE countries, using the methodology proposed by Afonso et al. (various years). Our calculations are based on seven components of the public sector, described by 12 opportunity indicators and six Musgravian indicators. Moreover, we adapt and extend the Afonso, Schuknecht, and Tanzi methodology in order to be able to compute annual scores for PSP and PSE. The results show that expenditure performance is higher in the group of medium-sized governments. Additionally, medium-sized government groups obtained the highest efficiency scores.
The use of performance information is the backbone of performance management. Performance information use refers to the willingness of public managers or other relevant stakeholders to incorporate quantitative or qualitative data in their decisionmaking. Both routine and nonroutine performance information is considered essential in managers’ decision making. Understanding the organizational factors that motivate public managers to use performance i nformation is an important topic in the liter and practice of performance management. ature Although the number of studies on information use is growing, little is known about the impact of Organizational Social Capital (OSC). OSC is composed of the sub dimensions of social interaction, trust, and shared goals. The main argument of this study is that OSC fosters performance information use in public administrations. It is expected that departments with high levels of organizational social capital are more likely to use both routine and nonroutine performance information. To test the hypothesized effect, department heads, middle managers, and other individuals with a supervisory role from 513 Florida County Government departments were surveyed. Furthermore, were interviews, focus groups, and analysis of secondary data performed to provide the context and the narrative surro effect. unding the hypothesized Analysis of the survey data reveals evidence in support of the hypothesized effects. Furthermore, the comp arative case study analysis shows the existence of substantial differences in the history, background, organizational culture, and mana gement between the two counties. The main findings show how reorganization processes as well as a lack of leadership may social capital. Organizational social have detrimental effects to organizational capital could be considered a relevant predictor of performance information use and thus deserves further attention from both researchers and practitioners.
Question Time (QT) in parliamentary democracies allows parliamentarians (MPs) to publicly scrutinise the government and influence the policy agenda. This paper explores how the other side, the cabinet members, make use of the event. Prime Minister (PM) and other ministers have incentives to inform and persuade the public and might adjust their responses to oral questions accordingly. The paper tests this expectation on the responses of Croatian cabinet members in QT between 2003 and 2020. The analysis demonstrates that when ministers respond to the questions from co-partisan MPs, which are likely coordinated within the party, their responses include more numerical evidence. Moreover, both PMs and ministers respond to their co-partisan MPs with a more positive sentiment, which is driven by the positive sentiment of the respective questions. These findings have important implications for executive-legislative relations, the quality of parliamentary scrutiny and the public perception of parliament.
Nowadays, a great volume of citizen-participation (C-P for short) activities serving the purpose of performance evaluation have been initiated. Among these innovative activities, both the positive and negative comments on the significances have come out. While the criticisms were elicited from distinct points of view, the current study tried to provide a synthesizing description in order to further understand C-P evaluation. Through a case representing how in practice a typical C-P evaluation was implemented, traits were spotted to form an analytical framework that was considered helpful in identifying the key issues. Finally, based on the findings in the framework, an agenda against the further research on C-P evaluation was discussed.
Global competitiveness and economic and social growth are driven worldwide by knowledge and innovation (De Witte & López-Torres, 2017; Hughes & Kitson, 2012; Salmi, 2009). In this context, Higher Education Institutions (HEIs) play a crucial role as they primarily contribute to knowledge transfer and development and, as a result, foster regional development, employment, and economic wealth (Bianchi & Caperchione, 2022; Deiaco et al., 2012; Shattock, 2010). They are seen as professional organizations with academics performing one of the ancient professions in human history. The relevance of this role leads Universities to face major challenges nowadays, one of which is managing their performance according to a sustainable perspective (Camilleri & Camilleri, 2018; Noordegraaf, 2015; Shin & Harman, 2009; Baldwin, 2009; Jongbloed et al., 2008).
GİRİŞ
Kamu hizmetleri insanların ihtiyaçlarını karşılamak üzere faaliyet gösteren
hizmet alanlarıdır. Çok farklı alanlarda toplumun tamamına eşitlik, adalet ve kaliteli
bir hizmet verilmesi anlayışı esastır. İnsanlar kamu hizmeti alırken, görev yapan
personelin hizmet sunduğu halka iyi bir iletişimle, hızlı ve tarafsız bir şekilde performans
sergilemeleri gerekmektedir. Bazı kamu hizmetleri insanlar açısından sıradan
ve daha basit değerlendirilen hizmetler iken bazı kamu hizmetleri ise hayati
öneme sahip olabilmektedir. Örneğin sağlık hizmetinin geciktirilerek veya önemsenmeden
yapılması insan hayatının kaybedilmesi gibi büyük sorunlara yol açabileceği
gibi ulaşım hizmetinde meydana gelebilecek bir zafiyet ise bir kişinin önemli
bir toplantıya katılamaması, iş görüşmesine yetişememesi ya da işinin sonlanması
gibi büyük sorunlara yol açabilir. Güvenlik hizmetinin özellikle silahlı birimlerin;
polislerin ve askerlerin bir olaya zamanında müdahale edememesi ya da yetersiz
kalması; insanların ekonomik kaybına, fiziki olarak yaralanmalarına ya da hayatını
kaybetmelerine yol açabilir. Milli eğitim alanındaki personelin görevini ciddiyetsiz
yapması çocukların yanlış eğitim alması ve düşük eğitim düzeyinde kalmasına
neden olabilir. Bu örnekler artırılabilir.
Kamu hizmetinde yaşanacak sorunlar birçok olumsuz soruna yol açabileceği
gibi insanların devletine olan güvenini de olumsuz etkileyebilir. Kamu hizmetlerinde
kaliteyi artırmak için başvurulan çok sayıda yöntem ve anlayış bulunmaktadır.
Bu yöntemlerden iki tanesi de performans yönetimi ve süreç yönetimidir. Performans yönetimi ile kamu kurumlarında çalışan personelin performansının ölçülerek
bireysel ve kurumsal olarak hangi seviyede oldukları görülmektedir.
Performans yönetimi kurumlar tarafından farklı amaçlar doğrultusunda uygulanabilmektedir.
Bu amaçlar; personelin gelişimi, ücretlerin tespiti ve performansların
tespiti için olabilmektedir. Performans yönetiminin tanımlanması ve süreçlerinin
tespit edilmesi bu farklılıklardan dolayı zorlaşabilmektedir (Çalık, 2003).
İşletmeler hedeflerini gerçekleştirdikleri sürece başarılıdırlar ve işletmelerin varlığını
devam ettirebilmeleri yönetimin performans anlayışının geçerliliği ve doğruluğuyla
ilişkilidir (Akal,2000). Özellikle kamuda vatandaşların beklentilerinin karşılanması
için personelin üst seviyede performans sergilemesi gerekmektedir. Kamu
kurumları kıt kaynakları ile en iyi seviyede üretim gerçekleştirmek zorundadır. Bu
nedenle kamu kurumları performanslarını yükseltme, stratejilerini doğru belirleme
ve iş süreçlerini verimli olarak kontrol edebilmelidirler (Rohm, 2002). Kamu hizmetleri
gerçekleştirilirken bazı sorunlar görülebilmektedir. Bu sorunların altında;
kaynakların yetersizliği, bürokratik yoğunluk, planlama ve eşgüdüm yetersizlikleri
gibi nedenler yer almaktadır. Bu sorunların üstesinden gelebilmek için yeni yönetim
anlayışlarından yararlanmak gerekmektedir ve bu yönetim anlayışlarından birisi
olan performans yönetimi ve alt bölümü olan performans ölçümü çok kritik bir
rol oynamaktadır (Usta, 2010). Kamuda performans yönetimi anlayışı ile personeller
duyarlı hale getirilerek kurumun başarı oranı artırılabilir.
Kamu yönetiminde istenilen başarının yakalanmasında performans yönetimi
kadar önemli olan diğer bir kavramda süreç yönetimidir. Süreç yönetiminde yapılan
işler sistematik bir şekilde yapılmakta ve sürekli geliştirme anlayışı esastır.
Süreç yönetimi, süreç odaklı bir organizasyon içinde uygulanan idari bir disiplindir.
Bu doğrultuda süreç yönetimi işletmelerin iş sürecini yönetmek ve geliştirmek
için yöntemler, ölçü birimleri, prensipler, yazılım araçları ve yönetim uygulamaları
kullanmaktadır (Kirchmer, 2011). Süreç yönetimi işletmelerin eylem şekillerinin
fonksiyonel hiyerarşi yapısından ziyade süreçlerin ilerlemesine göre tasarlandığı
bir yönetim anlayışıdır. Katma değer oluşturmayan adımları ortadan kaldırmak için
düşey organize edilen fonksiyonların yanı sıra yatay fonksiyonlar da kullanılıp
ilerleme gerçekleştirilir. Bu sayede maliyetin azaltılması, kârın artması ve kaynakların
etkili ve verimli kullanılması sağlanır (Büyükköse, 2008). Süreç yönetimi
sürecin oluşturulması ile başlamaktadır ve sürekli iyileştirme faaliyetleri ile devam
etmektedir (Tütüncü vd., 2004). Sürekli iyileştirme kurumun her geçen gün kendisini
yenilemesi için önemli bir anlayıştır.
Kamuda hizmet veren personellerin özel sektörden farklı olarak daha fazla sorumluluk
sahibi olmaları gerekmektedir. Kamu görevlilerinin maaşları vatandaşların
vergileri ile ödenmektedir. Aynı şekilde bir ülkenin başarısı ve diğer ülkelere göre refah düzeyinin daha yüksek olması için; vatandaşların memnuniyeti ve aldığı
hizmetin kalitesi oldukça önemlidir. Kamu çalışanlarının mevcut performans düzeylerini
görmesi, eksikliklerini gidermesi ve çıtayı yükseltmeleri için kurumun
yapısına uygun olarak performans yönetiminin gerçekleşmesi gerekmektedir.
Kamuda hizmet verilirken bazı yanlış uygulamalar bilinmesine rağmen devam
edebilmektedir. Çalışanların sorunları gündeme getirdiğinde sorun yaşayacağını
düşünmesi, daha az çalışmanın vermiş olduğu rehavet vb. nedenler kurumun verimini
ve etkililiğini olumsuz etkileyebilmektedir. Daha etkili, daha az maliyetli ve
verimliliği daha yukarı taşımak adına; her pozisyondaki çalışanın görüşünü dile
getirebildiği, çalışma hızını yavaşlatan durumların tespit edildiği, görev tanımlamalarının
daha net olduğu ve bu sayede kimsenin sorumluluğu başkasının üzerine
atmadığı ve sürekli gelişimin hedeflendiği sistemli bir yönetim anlayışı olan süreç
yönetimi kamu kurumları açısından oldukça değerli bir yönetim anlayışıdır ve yöneticiler
tarafından teşvik edilmelidir.
Whereas a lot of resources have been devoted to performance measurement in the nonprofit sector, the measurement efforts have been hindered by the concerns over credibility of measurement. In this study, the author uses path analysis to investigate the direct and indirect influences of six predictors on the credibility of performance measurement in nonprofits. Research findings indicate that stakeholder involvement, developmental culture, level of performance measurement adoption, professionalism, and financial stability significantly affect the measurement credibility. By understanding the catalysts for measurement credibility, nonprofit leaders can promote the effectiveness of performance measurement.
In this chapter, I will provide readers with a comprehensive understanding of policy capacity. This includes a broad overview of the existing theoretical and empirical literature on policy capacity. As a theoretical framework, policy capacity is fairly new. By drawing on this emerging policy framework, this chapter will engage with an emerging set of cutting edge research on policy capacity and design.
Evidence suggests that citizens evaluate government performance differently when equivalent performance information is presented with either a positive or negative framing—but do experienced public managers also suffer from this framing effect? To address this question, we conducted an experiment with 191 public service professionals in the U.S. in which we experimentally varied the framing of performance information about customer satisfaction, job satisfaction and goal achievement for various federal government agencies. Our findings show that public service professionals—just like ordinary citizens—are susceptible to framing effects. Specifically, they tend to evaluate federal agency performance more negatively when percentages of “job dissatisfaction” and “targets not met” were presented, as opposed to logically equivalent percentages of “job satisfaction” and “targets met.” The pattern is the same for “customer dissatisfaction” versus “customer satisfaction” rates, although the results are not statistically significant. These findings provide a deeper understanding about the use of government performance information, as well as how such information is comprehended and perhaps misunderstood by decision makers.
In most countries of the Global South like Zimbabwe, urbanites rely on Street
vending as the main source of livelihood. The responsible authorities and relevant
stakeholders should comprehend holistically the difficulties being encountered
by street vendors and come up with possible sustainable solutions that will
enable street vendors to live and compete in a vibrant business environment. This
study examined the challenges faced by street vendors in Kadoma Central Business
District. Further, the study explored the significance of street vending as an
example of livelihood strategy that can enhance food security to the urbanites
and options that can be availed to ease their rise. The data was collected using
both qualitative and quantitative paradigms that include focus group discussions,
questionnaire and interviews. The results of the study revealed that street
vending contributes immensely as a livelihood and a source of employment as
well as income for many urbanites. In line with the findings, the study recommended
that law and policies that prohibited street vending should be revoked
and legalised. The study will enable policymakers and the government to enact
specific legislation that will promote the informal sector business in Zimbabwe.
During last years, literature on performance management in public administrations has focused on the performance cycle of planning, programming and controlling for the creation of public value. It has been highlighted that the definition of objectives consistent with the administration purposes and the expectations of stakeholders is essential to create public value. Thus, the objectives used for evaluation must necessarily be defined in coherence with the governance strategies in a participatory planning logic.
Accordingly, the accounting reform introduced in Italy with the Legislative Decree no. 118 of the 23 June 2011, primarily aiming to accounting harmonisation of administrations operating at different levels, placed the programming phase as the fulcrum of the information system of local public administrations oriented to the evaluation of results.
This paper aims to investigate how the Italian accounting reform on harmonisation impacted on the performance cycle of local governments. Using a case studies approach, the paper investigate if local governments which have been considered “best practices” in accounting harmonization are also best practices in performance management cycle and to what extent specific provisions introduced by Legislative Decree n. 118/2011 have influenced their performance management cycle.
Le chapitre 9 est consacré à l'évaluation des attentes et de la satisfaction de mille deux cents personnes par rapport au service public municipal. Il est mis en évidence que ceci dépend de la qualité perçue des prestations des services publics de proximité (satisfaction de l'usager) et de l'attachement plus ou moins grand à l'administration locale (valeurs du citoyen).
Sports facilities across the globe are increasingly being sited in the urban core. The existing literature in sports and urban affairs fails to consider that the magnitude of negative externalities attributed to sports facilities could vary by the built environment, that the social costs of locating a facility in the urban core may be greater than the social costs of locating it in more suburban areas due to the greater development density in the former. This study test this hypothesis using daily police incident-level data from Sacramento, California in 2016, when a professional basketball team moved from a more suburban arena to a new one in the city’s downtown. Using a doughnut-hole specification in a triple difference-in-difference framework, it is concluded that police response time to incidents in the immediate vicinity of the downtown arena during event periods is on average 7.4 per cent longer, or about 33 seconds. No such delay is observed for incidents near the suburban arena during event periods. Both conclusions are robust to a placebo.
Performance data allows politicians to exert accountability over public organizations, even as ideological biases can affect how they interpret such data. However, we know little about how motivated decision-makers prioritize goals when facing multiple pieces of contradictory performance data that reflect the competing goals of public services. Such goal conflict is an inherent aspect of public management. To understand its implications for the use of performance data, we develop a theory of goal reprioritization. We start by assuming that elected officials have preferences between specific policy goals, and about governance processes-such as a preference for public or private service provision. When elected officials face contradictory pieces of performance data, governance preferences drive performance evaluations to the point that they are willing to reweight their goal preferences to minimize cognitive dissonance. We offer experimental evidence of this process, showing that elected officials asked to evaluate school performance reprioritize between two distinct policy goals for schools-test scores and student well-being-to fit with their governance preferences. Reprioritization is an attractive strategy since it allows elected officials to claim they are using performance data, even as underlying governance preferences lead them to set aside the evaluative goal-based criteria by which they would otherwise make performance evaluations. In other words, preferences concerning the nature of government can trump goal preferences when decision-makers use performance data.
Satisfaction has been proven to improve societies and organizations. This chapter addresses one of the most frequently studied intangible public sector assets: citizen satisfaction. Citizen satisfaction has been linked with several benefits for society, organizations, and individual citizens. Built on expectations, satisfaction is a volatile intangible asset. The chapter examines the different factors that contribute to citizens' satisfaction, which range from experiences to cognitive biases, and it summarizes previous findings on citizen satisfaction. The challenge with satisfaction as an asset is to find a balance between citizens' needs on the one hand and organizational goals in a dynamic environment that constantly introduces new expectations and demands on the other. Communication plays a central role in shaping citizen satisfaction, with research showing that public sector organizations' communication influence citizen satisfaction for better or worse.
Using the performance evaluation data of Korean SOEs, the impact of information asymmetry within target setting on ratcheting intensity and the ratchet effect is investigated. It was found that ratcheting intensity is substantially greater (lower) for target-setting methods that have utilized limited (plenty of) information on past performance and that the ratchet effect increases with ratcheting intensity. These results indicate that information asymmetry between the superior and subordinates is one of the crucial drivers of the ratchet effect. It was also documented that when subordinates sufficiently beat target, the ratchet effect is much greater for relatively “top-down” target setting than that for relatively “bottom-up” target setting. This finding suggests that securing subordinates’ active participation in the target-setting process can alleviate their effort reduction incentive.
Purpose
The aim of this paper is to understand how resilience builds to achieve a management model for sustainable resilience, as advocated by sustainable development goals (SDGs), in distressed communities. The topic is addressed with the case of Macerata, an Italian city located at the epicentre of the devastating earthquake in 1997 and later, in a short time interval between August 2016 and January 2017. Necessary knowledge on modes and places of engagement and collaboration is delivered in the attempt to demonstrate that social and cultural factors have stronger impacts on devastated communities as they contribute to resilience for future incidents.
Design/methodology/approach
The paper uses a quantitative econometric approach. It unfolds in two steps. The first uses the estimation method through factor analysis of an index of resilience, a latent variable, and reveals that it comes from social, cultural, political and economic latent factors. The second uses a reduced equation model that elaborates and integrates two models: the one estimating the relationship between the level of development and the impacts due to natural disasters and the other containing the index of resilience, but only its most relevant ones. A rotated component matrix, which is the elaboration of the model, will be created.
Findings
Although measuring resilience, in practice, is hampered by both conceptual and methodological challenges, including finding reliable and meaningful data, the attempt to measure resilience in this research has helped in testifying two important research hypotheses. According to H1 , resilience is a fundamental variable to ensure faster economic recovery and has a negative impact on the dependent variable (deaths); hence, it is considered statistically significant. According to H2 , social resilience develops and increases at the event’s recurrence and leverages on the adaptive, self-organising community capacities in recovering from traumatic circumstances and episodes of distress.
Research limitations/implications
The limitation of this paper is that the comparison between the two earthquakes is biased by the interviewees’ misleading responses on the provided questionnaires due to lack of memory about the 1997 shock and a more higher perception of the latest quakes that occurred recently in 2016 and 2017. There is a strong awareness of the fact that future research will improve the analysis suggested in this paper by attempting a quantification of the perception about the difference between the two occurred earthquakes by replacing the dummy variable (β 6 improvement) with a cluster analysis.
Practical implications
The paper fills the gap in the empirical literature on risk management and organisational resilience. This research represents a guide to support and accelerate building resilience by people engagement and empowerment, enthusiasm and commitment in a way that conventional politics is failing to do. In particular, it aims to support public organisations and policymakers at the front by providing them with reliable information on the factors and concerns that need to be considered to increase community’s level of resilience, coherently with their endogenous characteristics, to ensure a steady, stable and sustainable recovery from the crisis.
Social implications
This research teaches that resilience depends on the existence of minimum preconditions for building resilience – political and economic opportunities, as well as cultural and social factors – as the measurement of tangible factors such as assets and financial capital may not capture everything that influences resilience. However, although it is common sense that disaster recovery processes are significantly hard to bear, it is important to acknowledge that they can offer a series of unique and valuable opportunities to improve on the status quo. Capitalizing on these opportunities means to well-equip communities to advance long-term health, resilience and sustainability and prepare them for future challenges.
Originality/value
This paper contributes to the discussion over the development of sustainable cities and communities by providing a resilience measurement framework in terms of indicators and dimensions of resilience. It emphasises on the endogenous adaptation capacity of territories partially analysed in the empirical literature with regard to resilience. The originality relates to the suggested model being a tool for social and territorial analysis, useful for ensuring a summary and comprehensive assessment of socioeconomic resilience; comparing different timelines (the first earthquake occurred in 1997 and the other two, occurring in a short time interval from one another, in August 2016 and January 2017).
During the last decade, donors and the development community have engaged in the promotion and implementation of performance-based management and accountability systems in developing countries. In particular, it is believed that giving more power to the lay person to directly monitor the performance of his government thanks to the use and publication of quantified performance indicators could improve the social accountability of government organisations and therefore their efficiency. As various research conducted in developed countries has shown, there is often a disjuncture between the expected and actual impacts of these systems, and their implementation often leads to unintended consequences which can make them inefficient. To understand this disjuncture, a better understanding of the social mechanisms through which these systems operate is required. However, little is known of these mechanisms. This research aims at filling this gap, in the particular context of developing countries, based on the study of the Community-Based Monitoring and Evaluation System initiative (CBMES) in the Iganga District of Uganda. The research provides a thorough analysis of the progressive emergence of managerial social accountability in the aid sector, of which the CBMES is a representative example. The social mechanisms underpinning the CBMES are subsequently identified and explained as the results of complex interactions between meanings, norms and power relationships. Two significant observations emerge from the research. First, in order to operate, community monitors of the CBMES progressively enter into an implicit agreement with local civil servants, which simultaneously facilitates and constrains their actions. Second, the CBMES gradually drifts away from formal, performance-based monitoring to informal, relation-based monitoring. These two elements de facto turn the community monitors into assistants, rather than monitors, of local government officials. The research accounts for why and how the observed implicit agreement and drift emerge.
Since the year 2000, in Québec, ministries and public organizations must include historical comparisons as part of their accountability documents. External comparisons and targets remain optional. This study presents an analysis of 98 reports produced in the course of a 12- year period (three by organizations that are subject to the Public Administration Act and three by organizations that are not). The results show no diff erence between the six organizations. The popularity of internal comparisons increases over time, but no external comparisons or targets are presented to the population.
In countries where evaluation of government performance is closely linked with economic growth, business perceptions of government and the business environment are critical to the local government. However, in the field of public administration, businesses’ perceptions of government performance and its determinants are largely overlooked. This article explores whether perceptions of small- and medium-sized enterprises (SMEs) of the business environment will be influenced by government’s effort to engage the business sector. SME participation and involvement in the policymaking process is likely to result in more connections with government officials and better understanding of government decisions that have a positive impact on firms’ perceptions of their business environment. Using data collected from 2,662 SMEs in China in 2013, it is found that SMEs tend to have a better view of the local business environment if they can participate more in public policymaking processes.
Managing for Results is a model of organizational reform that utilizes performance indicators, strategic planning, and benchmarks. The model focuses on linking these systems to improve performance and public accountability. This book studies the implementation of Managing for Results on six states identified by the U.S. General Accounting Office as leaders of internal reinvention efforts. Government and business practitioners, as well as scholars and researchers of public administration and policy, will find this book useful in assessment, selection, and measurement of state-level reform efforts.
Benchmarking takes three distinct forms in the public sector, each serving a different purpose. When applied properly and with care, benchmarking is a performance improvement technique that can yield tangible results, as demonstrated by the North Carolina cities of Greensboro, Wilmington, and Winston-Salem.
Local governments often assess the quality of the services they provide and produce by using administrative performance monitoring and citizen satisfaction surveying. Researchers in public administration know a great deal about these tools individually but not jointly. Even more problematic, we do not understand where the tools may converge and diverge. In this article, citizen surveys and performance benchmarks are correlated in 13 local governments to identify these points of convergence and divergence. Although the sample is small and the conclusions preliminary, there is initial evidence that citizen satisfaction with service quality may, in fact, be related to service performance. Further research may identify services for which citizen evaluation may be used as an outcome indicator, in conjunction with the output and efficacy indicators common to performance monitoring systems.
Is performance monitoring in public programs feasible and worthwhile? Joseph S. Wholey and Harry P. Hatry argue that it is and support their thesis with examples from a range of national, state, and local governments. After addressing some of the barriers to effective performance monitoring, they call for actions that would increase its use at all levels of government.
In recent years, the level of interest in performance measurement has hit new heights. In this study we seek to examine the extent to which performance measurement has become integrated into contemporary local government management. Our findings show that many local governments in the United States share a strong commitment to the effective use of performance measures, though we do identify some limits to the current state of the practice.
A strategic overview of public sector productivity improvement emphasizing alternative opportunities and the problems associated with implementing various approaches.
How do officials of participating local governments assess the value of their involvement in performance-comparison projects, including related costs and benefits? In this article, three prominent projects involving city and county governments are examined from the perspective of the participants themselves, revealing gaps between high expectations and subsequent results, but nevertheless suggesting an array of benefits for participants.
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21st Century Community Governance: Better Results by Linking Citizens, Government, and Performance Measurement
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Managing a Government Like a Business: The Sunnyvale System
- Amy Chan
Managers Measure Efficiency with Citizen Surveys
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Grading the Cities: A Management Report Card
- Katherine Barrett
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Citizen Participation: Legitimizing Performance Measurement as a Decision Tool
- Paul Coates
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Measuring Municipal Activities: A Survey of Suggested Criteria for Appraising Administration
- Clarence E Ridley
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Making Results-based Government Work
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Workbook from United Way of America’s Forum on Outcomes II
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Measuring Productivity in the Public Sector
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