Civic Engagement in the Performance Evaluation of the Public Sector in China: Building horizontal accountability to enhance vertical accountability

This paper aims to identify the international literature approaches regarding the subject of performance evaluation of the public sector. Within a qualitative approach, this research applies the ProKnow-C method to select a bibliographic portfolio (BP). It was uncovered a theoretical framework that discloses the evolution of performance evaluation in the public sector and then this paper reports, specifically, the steps of the review, which also contributes, as a guide, to the improvement of scientific literature reviews in general. In this manuscript, 39 research papers were selected out of a first search that resulted in 2228 papers. Basic and advanced bibliometric analysis were performed to identify some particularities of the research area like authors, most quoted papers and journals, besides the specific concerns of performance evaluation in the public sector, such as the need for performance appraisal fostering organizational strategy.

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Performance Evaluation in the Brazilian Public Sector

Public Administration Research ◽

10.5539/par.v6n1p1 ◽

2017 ◽

Vol 6 (1) ◽

pp. 1

Author(s):

Rogerio Tadeu de Oliveira Lacerda ◽

Leonardo Ensslin ◽

Anna Krueger ◽

Sandra Rolim Ensslin

Keyword(s):

Performance Evaluation ◽

Public Sector ◽

Public Administration ◽

Public Management ◽

Management Tools ◽

The Public ◽

Decision Aiding ◽

Generic Models ◽

Public Resources ◽

Public Manager

The Brazilian Public Sector is being pressured by society to provide more and better services to citizens. Thus, this research is motivated by the need to provide management tools to improve the performance of public administration for better use of public resources. The research explores a constructivist methodology of performance evaluation as a tool for decision aiding in a Brazilian public organization. It highlights propositions identified in qualified literature to justify the use of constructivist approach in public management, as the need manager actively participate in the model of construction in order to expand his/her knowledge about the context and the need to recognize the uniqueness of the resources and moment instead of seeking generic models of evaluation. The development of the model itself, provided a detailed overview of the aspects understood as needed and sufficient by the decision-maker. It was able to disclosure the uniqueness of the context, the objectives of the sector and the construction of indicators for the performance evaluation of aspects understood as important to the public manager. It was observed the theoretical contributions to the area of public management knowledge, especially the key role of public manager to build evaluation models, recognition of limited rationality in decision making and uniqueness as a major element in the decision within the public administration.

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From Town Hall to the Virtual Community

From Government to E-Governance ◽

10.4018/978-1-4666-1909-8.ch008 ◽

2013 ◽

pp. 114-130

Author(s):

Kathryn Kloby ◽

Leila Sadeghi

Keyword(s):

Public Sector ◽

Civic Engagement ◽

Web 2.0 ◽

Interactive Media ◽

Virtual Community ◽

Implementation Strategies ◽

Government Programs ◽

Town Hall ◽

The Public ◽

Potential Applications

Engaging the public is a vital component of the public policy process. Traditional strategies for civic engagement include town hall meetings as well as citizen surveys, 311 call systems, and more interactive meetings for public deliberation. Each of these approaches has their limitations, leading many to consider new ways of engaging the public and the role that technology can play in the process. The authors focus on a discussion of the traditional citizen engagement approaches that are widely used by government to communicate with and interact with the public. Focusing on new interactive media, they discuss what is meant by “Web 2.0” and present the capabilities and potential applications of social media in the public sector. Highlighting government programs that utilize these technologies and interviewing subject-matter experts on this new form of communication, the authors present some of the adoption concerns and implementation strategies that public administrators should consider as they adopt Web 2.0 technologies. They conclude with a discussion of the potential that these new civic engagement techniques can offer the public sector as strategies to communicate, interact, and engage the public.

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The New Environment for Compensation and Performance Evaluation in the Public Sector

Public Personnel Management ◽

10.1177/009102608801700401 ◽

1988 ◽

Vol 17 (4) ◽

pp. 351-358 ◽

Cited By ~ 1

Author(s):

Albert C. Hyde

Keyword(s):

Performance Evaluation ◽

Public Sector ◽

Public Service ◽

Civil Service ◽

High Grade ◽

Administrative Structure ◽

The Public ◽

And Performance ◽

Personnel Administration ◽

Service Agencies

“The question comes to mind as to whether or not many civil service agencies have been facing the facts of life. The place of the agency in the administrative structure of government tends to insulate it against many types of problems, but any deficiencies in pay policy may not be so explained. The current difficulties resulting from such deficiencies may be attributed in part to a situation which the agency itself probably helped create—the mores of public personnel administration. One of these mores is that various classes of employees should work for less money in the public service than they might be able to command elsewhere… The actual amount of compensation paid is generally a major determinent of whether or not a governmental unit attracts high-grade applicants and retains them in service after employment. Therefore, it is time that greater attention be given to rates of pay prevailing in the sources of recruitment for the public service. It is time that more consideration be given to the salaries paid by competitors for the services of trained employees. It is time that programs be inaugurated which translate such facts into action, that removes inequities from public pay schedules”

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Utility Analysis in Public Sector Personnel Management: Current Issues and Keys to Implementation

Public Personnel Management ◽

10.1177/009102609602500309 ◽

1996 ◽

Vol 25 (3) ◽

pp. 369-377 ◽

Cited By ~ 1

Author(s):

Kenneth S. Shultz

Keyword(s):

Performance Evaluation ◽

Public Sector ◽

Human Resources ◽

Personnel Management ◽

Successful Implementation ◽

Anecdotal Evidence ◽

Utility Analysis ◽

Training Performance ◽

The Public ◽

Critical Issues

While utility analysis is often encouraged as the “final step” necessary in any evaluation of a human resources intervention (e.g., selection, training, performance evaluation program), anecdotal evidence appears to suggest that, in practice, it is rarely done, particularly in the public sector. Therefore, a brief history and nontechnical explanation of utility analysis is provided. Several examples from the literature are given. In addition, current issues and keys to more successful implementation are discussed in order to acknowledge the realities of trying to incorporate utility analyses into the evaluation of human resources programs in applied settings. It is hoped that increased awareness of these critical issues and potential roadblocks to the use of utility analysis will increase its use and ultimately improve our ability to critically assess and continually improve the success of our human resources.

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Governmental Service Gamification

International Journal of Innovation in the Digital Economy ◽

10.4018/ijide.2019070101 ◽

2019 ◽

Vol 10 (3) ◽

pp. 1-12 ◽

Cited By ~ 3

Author(s):

J. Tuomas Harviainen ◽

Lobna Hassan

Keyword(s):

Public Sector ◽

Civic Engagement ◽

Policy Makers ◽

The Public ◽

Government Services ◽

Service Framework

The introduction of gamification of governmental services is a topic of interest to policy makers and gamification researchers and practitioners alike. Nonetheless, governmental gamification still remains an understudied area, despite the practical governmental gamification initiatives already taking place, facing increased implementation risks from the lack of guiding implementation principles. Such risks and lack of unified guidelines for governmental gamification necessitates the examination of governmental gamification from the perspective of existing knowledge to synthesize key knowledge fathered on its implementation. This article examines existing research in order to provide guidelines for applying gamification in government services. By using a combination of research on gamification in civic engagement and the Gamified Service Framework of Klapztein and Cipolla, the article creates a basic roadmap for recognizing factors that need to be considered when applying gamification techniques and methods in government services and the public sector in general.

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Crisis as change strategy in public organizations

International Review of Administrative Sciences ◽

10.1177/0020852307085734 ◽

2008 ◽

Vol 74 (1) ◽

pp. 65-77 ◽

Cited By ~ 6

Author(s):

Claude Rochet ◽

Olivier Keramidas ◽

Lugdivine Bout

Keyword(s):

Organizational Change ◽

Performance Evaluation ◽

Public Sector ◽

Case Studies ◽

Public Organizations ◽

Change Strategies ◽

Change Strategy ◽

The Public ◽

The Common ◽

Common Vision

According to the common vision, the public sector is strongly change-resistant. Is this justified? In this research, we adopt the Northian distinction between institutions and organizations by focusing on the latter and their capability for change. We try to identify the strategically most effective lever to operate an organizational change in the public sector. We first review the literature on change strategies and their setting in the context of public organizations. Then, we synthesize the conclusions of four case studies around a question: `Is building public organizations capable of co-evolution with their environment feasible?' We will present some strategies of evolution for public organizations, in response to a state of crisis, constituting a vector of organizational change. We conclude on the interest of considering crisis as a vector of organizational change in public organizations. Points for practitioners The public sector is commonly said to be change-resistant. Through case studies we prove this opinion to be false and that change aptitudes are identical to other organizations. We emphasize crises that provide particular opportunities that allow us to offset the absence of performance evaluation and the lack of feedback from the market, and we underline possible change strategies.

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