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Performance management in the public sector (2nd Edition)

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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. ...
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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.
... New public management (NPM) began to be applied to public sector organizations in Indonesia in line with bureaucratic reform. The application of NPM encourages the use of performance information for accountability purposes (Dooren et al., 2015). Akbar et al. (2015) also explained that the development of NPM is seen as a means to achieve the goal of increasing government accountability and transparency so that performance information and systems are more comparable, relevant, and useful for decision-making in the public sector. ...
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Research aims: This study evaluates the development of performance indicators using the performance blueprint analysis tool and determines the institutional factors that play a role in the development of performance indicators. Design/Methodology/Approach: Qualitative research with a case study approach was conducted at the Indonesian Ministry of Foreign Affairs. Research findings: The Ministry of Foreign Affairs' performance indicator development has applied the principle of logical flow so that the programs and activities set have supported the strategic goals. In addition, most of the performance indicators include results and quality-oriented. However, weak documentation means that the logic flow is not well illustrated. This research captures the phenomena of isomorphism (coercive, mimetic, and normative), institutional logic, and institutional entrepreneurship in the performance measurement system (including the development of performance indicators) at the Ministry of Foreign Affairs. In addition, 15 institutional factors play a role in the development of performance indicators in the Ministry of Foreign Affairs, namely external parties, institutional idealism, initiation, efforts (related to accountability and performance indicator development), human resources, mindset, documentation, monitoring and evaluation (M&E), leadership commitment, logical framework principles, the role of stakeholders, business processes, reward and punishment, training, and information systems. Theoretical contribution/Originality: This research complements knowledge related to evaluating the development of performance indicators with performance blueprint analysis and institutional factors that play a role in the development of performance indicators, as well as knowledge about the phenomenon of institutional isomorphism, logic and entrepreneurship in government agencies. Practitioner/Policy implication: Ministries/agencies and regulatory agencies can use the performance blueprint analysis tool so that they can develop appropriate indicators and support policy making. Research limitation/Implication: The research focused only on the Ministry of Foreign Affairs, so the results do not reflect the development of performance indicators in other government agencies. In addition, the interviews did not take the point of view of external parties who have a relationship with the development of performance indicators of the Ministry of Foreign Affairs.
... Berkenaan keputusan kumpulan pakar memindahkan subindikator Budaya Bersih (E1-2) ke bawah indikator Penjagaan Kesihatan (D5) di domain lain iaitu domain Kesejahteraan Sosial pula, ia adalah suatu keperluan memandangkan indikator yang menjadi induk asal kepadanya iaitu indikator Penjagaan Kebersihan (E1) tidak mendapat kesepakatan pakar. Pemindahan ini juga amat sesuai kerana kebersihan adalah saling berkait dengan kesihatan (Dooren et al., 2010;Azilawanie et al., 2019) dan merupakan antara faktor utama kesejahteraan seseorang. ...
... 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. ...
Article
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.
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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
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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.
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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.
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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.
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