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Performance management in the public sector (2nd Edition)
Abstract
In times of rising expectations and decreasing resources for the public sector, performance management is high on the agenda. Increasingly, the value of the performance management systems themselves is under scrutiny, with more attention being paid to the effectiveness of performance management in practice. This new edition has been revised and updated to examine:
(1) performance in the context of current public management debates, including emerging discussions on the New Public Governance and neo-Weberianism;
(2) the many definitions of performance and how it has become one of the most contested agendas of public management;
(3) the so-called perverse effects of using performance indicators;
(4) the technicalities of performance measurement in a five step process: prioritising measurement, indicator development, data collection, analysis and reporting; and
(5) the future challenges and directions of performance management
Performance Management in the Public Sector 2nd edition offers an approachable insight into a complex theme for practitioners and public management students alike.
... However, over the past 20 years, public sector performance management has proved to be a major challenge for both central and local governments (Walker and Andrews 2013), and has warranted a great deal of empirical and theoretical research (Favoreu et al. 2015;Van Dooren et al. 2015). Within Ghana specifically, the debate on performance management has become a critical issue in the administration of the local government system, particularly as local governments are required to play increasingly important roles in the provision of social services for development (National Performance Management Advisory Commission 2019). ...
... There is also a growing consensus among public administration scholars that making organisations efficient is central not only to improving performance, but also to creating value for the general public (Van Dooren et al. 2015;Henrich 2002). According to Zakaria (2013), many local governments in Ghana receive performance-oriented grantssuch as district development funds and other financial support from donor partnerswhich are typically tied to improved performance. ...
This article examines performance management in Ghana’s local governments through a case study of the on-the-ground experiences of staff at Ada East District Assembly, in the south-east of the country. The study found that performance management is envisaged in the preparation of action plans. However, the evidence also showed that severe logistical constraints, poor capacity resulting from inadequate training and poor supervision remain key challenges. In practice it was shown that performance management may achieve its intended results when accompanied by continuous employee performance evaluation.
... Such a wide variety makes evaluating the performances of SoEs not an easy task (Kearney, 2018;Van Dooren, Bouckaert, & Halligan, 2017). Indeed, there are no one-fit-all evaluation models. ...
Publicly owned private‐law organizations represent a sort of a hybrid between pure‐public and pure‐private management forms, and a rather successful one, at least if one considers the ongoing success that such organizations encounter in many European countries, especially at the local level. Economic theory has devoted scant attention to the reasons that may confer a competitive advantage to public enterprises, vis‐à‐vis both entirely privatized companies and traditional public bureaucracies. The paper develops a conceptual framework to systematically evaluate the performances of local SoEs in relation to their ability to achieve policy goals. By considering SoEs as output‐maximizing organizations rather than profit‐maximizing ones, the proposed approach entails an interactive dialogue between evaluators, policymakers and managers to deliver better evaluation outcomes. The methodology is applied to assess the performance of a sample of local SoEs owned by the Region Friuli Venezia Giulia in Italy in an effort to support policymakers in deciding whether to maintain its shareholding participations or divest them, that is, privatizing the public services involved.
1. Performans yönetimi eleştirilerinin tahlil edilmesi
2. Performans yönetimine doğrultulan eleştirilerin sınıflandırılması
3. Performans yönetimi eleştirilerini değerlendirerek bu eleştirilerin gruplandırılmasının
sağlanması
4. Performans yönetimi eleştirilerinin gruplandırılması ile bu eleştirilerin
daha anlaşılır ve sistemli bir analizinin yapılması
The purpose of this paper is to present and examine how a Participative Action Research (PAR) process and an adapted House of Quality framework were conjoined in the successful development of Performance Indicators for cultural precincts operated by two local government administrations. The use of such a combination has not previously been identified in literature or reported on in practice. The coalescing of PAR with a House of Quality (a quality function deployment framework) in these two empirical cases helps address a methodological gap in knowledge concerning how they may complement and enrich each other in order to generate participant learning, and generate practical outcomes that can underpin continuous and locally relevant service improvement. Through the use of this combination in these cases, public administrators appeared to demonstrate genuine community consultation and, with the community representatives involved, jointly identified, critically evaluated and prioritised a diverse set of community and agency expectations in determining Performance Indicators for their cultural precincts. PAR also underpinned stakeholders’ ownership of the outcomes and refinement of the House of Quality framework. Any difficulties in using this combination in this context are also discussed. Based on the outcomes of this study, we suggest that this combination may have conceptual and practical utility and generate similar benefits in multiple performance measurement development situations in other public organisations.
Bu çalışmanın amacı, Milli Eğitim Bakanlığı
tarafından 2018 yılında yayımlanan Öğretmen Performans Değerlendirme ve Aday
Öğretmenlik İş ve İşlemleri Yönetmeliği taslağına ilişkin öğretmen görüşlerinin
betimsel olarak incelenmesidir. Çalışma, nitel yaklaşımla yapılandırılmış ve
durum çalışması olarak yürütülmüştür. Bu nedenle çalışmada amaçlı örneklem
kullanılmış ve Elazığ il merkezindeki çeşitli okullarda görev yapan 55
öğretmenin görüşü alınmıştır. Çalışmada katılımcıların görüşlerinin alınması
amacıyla yapılandırılmış bir soru kullanılmıştır. Veriler, betimsel ve içerik analiz
yöntemleri ile çözümlenmiştir. Çalışma sonunda öğretmenler, bu uygulamanın
öğretmen ile öğrenci arasındaki ilişkiyi zedeleyeceğini, öğretmenlik mesleğinin
prestijini daha çok kaybetmesine neden olacağını ve uygulamada çok fazla
aksaklığın ve haksızlığın meydana geleceğini belirtmişlerdir. Öğretmenler,
ayrıca daha objektif değerlendirme standartlarının belirlenmesi ve
değerlendirme yapan taraflar arasında veli, öğrenci ve meslektaşların yer
almaması gerektiğini dile getirmişlerdir. Çalışma sonunda, elde edilen
sonuçlara göre politika üretenlere, uygulayıcılara ve araştırmacılara çeşitli
önerilerde bulunulmuştur.
Using agency and stewardship theories, this article investigates conditions that affect the impact of performance management in the ministerial steering of agencies. Agency theory assumes that agencies act opportunistically, leading to low trust between the ministry and the agency. Conversely, stewardship theory assumes that agencies act trustworthily. Arguably, however, in the steering of agencies, the impact of performance management depends on performance management practices and the type of ministry–agency relation. The effect of performance contract design and a top-down or bottom-up approach to performance management on the impact of performance management is analyzed in the context of whether the ministry–agency relation tends toward the principal–agent or principal–steward type. The data were obtained from a survey of bureaucrats employed in government agencies in Norway and a systematic analysis of official policy documents. The results show that a bottom-up approach increases the impact of performance management in principal–steward relations but not in principal–agent relations. Performance contract design has no effect on the impact of performance management, irrespective of relationship characteristics.
It is too simplistic to see hybridity only as a type of organisation. Hybrids appear in micro, meso, and macro levels of activity consisting of pairwise interactions and network constellations between business firms and public agencies. Cleantech industry, health policy national innovation systems, and global air travel are showcases of hybrid activities in higher than organisational level of analysis. The current classifications of organisations do not acknowledge the existence of hybrids. The denial of existence of hybrids are embedded in the classification principles which have not followed the evolution of economic and social activities. It is also the case that seeing the reality as more simple than it really is provides heuristic tools to understand complex hybrid arrangements.
This chapter examines a subset of reforms, characterized by Beryl Radin as the “performance movement,” (Radin, B. A. [2006]. Challenging the performance movement: Accountability, complexity, and democratic values. Washington, DC: Georgetown University Press.) as well as recent “evidence-based policy” reforms. It shows that, since the first government-wide performance reform in 1965, there have been numerous attempts to link policy knowledge and government decisions, and each has relied on the evidence-based proverb. These reforms offer “one-size-fits-all” frameworks for policy knowledge and advocate using them as a panacea for decision making, while failing to acknowledge the limitations of the data, information, and evidence they create. The chapter shows this repeated reliance on the evidence-based proverb, coupled with promises of panacea, has inevitably failed to supplant political factors. This highlights the importance of considering quality, purpose, and limitations of policy knowledge—in combination with politics—when attempting to understand and influence government decisions.
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