scholarly journals A performance management framework for the public sector: The balanced stakeholder model

2018 ◽  
Vol 70 (4) ◽  
pp. 568-580 ◽  
Author(s):  
Yi Zheng ◽  
Wei Wang ◽  
Wenbin Liu ◽  
John Mingers
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Management Framework ◽  
The Public ◽  
Stakeholder Model ◽  
A Performance

scholarly journals Improving and evaluating performance with the Public Sector Scorecard

2017 ◽  
Vol 66 (4) ◽  
pp. 442-458 ◽  
Author(s):  
Max Moullin
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Success Factors ◽  
Task Force ◽  
Service Improvement ◽  
Content Type ◽  
Management Framework ◽  
The Public ◽  
Management Culture ◽  
A Performance

Purpose The Public Sector Scorecard (PSS) is an integrated performance management framework incorporating strategy mapping, service improvement, and measurement and evaluation. It adapts and extends the balanced scorecard to suit the culture and values of the public and voluntary sectors. The purpose of this paper is to assess, with the aid of two case studies across organisational boundaries, how the PSS addresses a number of critical success factors for performance management and improvement in the public and third sectors. Design/methodology/approach The research takes a case study approach assessing the use of the PSS for the UK Ethnic Minority Employment Task Force, and for Sheffield Let’s Change4Life, a £10 million programme addressing obesity in children and families. Findings This paper concludes that the PSS is an effective framework to help organisations improve outcomes for service users and stakeholders without increasing overall cost, and develop measures of performance that help them improve and assure quality without motivating staff to achieve arbitrary targets at the expense of poor service to the public. Key to this is its emphasis on developing a performance management culture based on improvement, innovation and learning rather than a top-down blame culture. Originality/value There have been many research papers describing the problems and pitfalls of public sector performance management, but few which offer a solution. A particular innovation is how the theory of planned behaviour was integrated with a performance management framework for a behaviour change programme addressing childhood obesity.

Challenges in the Implementation of Performance Management System in Namibian Public Sector

2020 ◽  
Vol 6 (2) ◽  
pp. 25-34
Author(s):  
Stewart Kaupa ◽  
Sulaiman Olusegun Atiku
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Performance Management ◽  
Management System ◽  
Employee Performance ◽  
Monitoring And Evaluation ◽  
Performance Management System ◽  
Contributing Factors ◽  
The Public ◽  
A Performance

Organizational performance of the management system helps top management achieve strategic business objectives and goals. It provides valid and useful information for making strategic decisions concerning employees. It includes information on employee’ performance, and organizational and supervisor’s expectations. Despite the benefits arising from the implementation of a well-designed performance management system, the public sector in Namibia still faces challenges when it comes to its realization. It is against this background that this study aimed to investigate the challenges faced by the public sector in the implementation of a performance management system in Namibia. The study used a qualitative research method and collected data through interviews. The sample consists of 42 participants. The data gathered was reviewed against the literature on the subject. The thematic data analysis technique was used to analyze the data, where core topics emerging from the discussion and interviews were grouped and analyzed. This research identifies a lack of training and proper orientation in performance management as primary challenges in adopting a performance management system in the public sector. The other contributing factors include inadequate monitoring and evaluation, the shortage of policies supporting the implementation process, poor communication in performance planning, performance reviews, poor feedback on performance and lack of employee involvement in the implementation of the performance management system. Hence, management should provide training and workshops to sensitize the employees on the aims and benefits of a performance management system and develop policies to enforce compliance in the public sector.

Performance management in the public sector

2009 ◽  
Vol 22 (6) ◽  
pp. 478-498 ◽  
Author(s):  
Karen Fryer ◽  
Jiju Antony ◽  
Susan Ogden
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
The Public

Performance Management in the Public Sector

2015 ◽  
Vol 74 (1) ◽  
pp. 73-81 ◽  
Author(s):  
Damian West ◽  
Deborah Blackman
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
The Public

Talent Management in the Public Sector

2017 ◽  
Author(s):  
Paul Boselie ◽  
Marian Thunnissen
Keyword(s):  
Public Sector ◽  
Public Management ◽  
Multidisciplinary Approach ◽  
Human Resources Management ◽  
Talent Management ◽  
Management Framework ◽  
The Public ◽  
Public Sector Organizations ◽  
Private And Public ◽  
Key Issues

Private and public sector organizations are confronted with intensifying competition for talent. Talent management in the public sector, however, is an underexplored field of research. The aim of this chapter is to define talent management in the public sector context by putting it in a public sector human resources management framework and linking it to public sector developments and tendencies. Thus, we apply a multidisciplinary approach to talent management, using insights from human resource management, public administration, and public management. First, we describe relevant public sector characteristics and developments. Then, we define talent management in the public sector context based on what is already know from previous research and the literature, and we discuss key issues, dualities, and tensions regarding talent management in the public sector. Finally, we suggest a future agenda for talent-management research in public sector contexts and present some implications for practitioners.

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