Improving the government performance management system in South Korea

2018 ◽  
Vol 7 (3) ◽  
pp. 266-278 ◽  
Author(s):  
Jongho Roh
Keyword(s):  
South Korea ◽  
Performance Management ◽  
Management System ◽  
Government Performance ◽  
Performance Management System ◽  
Content Type ◽  
South Korean ◽  
Efficient Performance ◽  
Leadership Diversity ◽  
The Government

Purpose The purpose of this paper is to review the current performance management system of the South Korean Government and make recommendations for improvements to its institutional, operational, and value dimensions. Design/methodology/approach Based on a literature review, the government performance management system in South Korea is analyzed according to its institutional, operational, and value dimensions. Findings The Korean Government’s performance management system has developed distinct features such as strong political leadership, diversity in types of performance evaluation, the institutional involvement of civilian experts, and a mutually cooperative system among agencies tasked with efficient performance management. This paper concludes that the government performance management system requires further improvement in its institutional, operational, and value dimensions. Originality/value The paper provides scholars and policy makers concerned with government performance management, with diverse perspectives and suggested areas for improvement.

Finding beneficiaries: trade adjustment assistance system in South Korea

2017 ◽  
Vol 16 (2) ◽  
pp. 92-105 ◽  
Author(s):  
Joon-heon Song
Keyword(s):  
South Korea ◽  
Analytical Framework ◽  
Policy Preferences ◽  
Trade Adjustment Assistance ◽  
Content Type ◽  
South Korean ◽  
Policy Failure ◽  
Short Period ◽  
Trade Adjustment ◽  
The Government

Purpose The purpose of this study is to explore the essential cause for the policy failure of Trade Adjustment Assistance (TAA) in South Korea. Design/methodology/approach To substantiate the claims made for the failure of the policy, this paper focuses on the differences in policy preferences among the government ministries and agencies involved in TAA. Findings The failure in the TAA policy, according to this study, was attributed to the conflicts and miscoordination arising from the differences in policy preferences among government ministries and agencies. To rectify this failure, the South Korean government had to revise its laws and regulations several times over a short period. Originality/value Drawing on the analytical framework of the literature on policy failure, this paper examines the causal relationships between outcomes of TAA policy and the conflicts or miscoordination among government bodies at each stage: initiatives and planning, implementation and operation of the policy.

Research on a Strategy-Oriented Energy Saving and Emission Reduction Performance Management System of the Party and Government Leaders of Counties and Municipalities

2012 ◽  
Vol 531-532 ◽  
pp. 732-735
Author(s):  
Jing Kun Zhou ◽  
Zhong Xian Duan ◽  
Bing Cai Yu
Keyword(s):  
Performance Evaluation ◽  
Energy Saving ◽  
Performance Management ◽  
Emission Reduction ◽  
Management System ◽  
Performance Management System ◽  
Evaluation Indicator ◽  
The Government ◽  
Oriented Energy ◽  
Establishment Process

This article describes a strategy-oriented energy saving and emission reduction performance management system model of the Party and government leaders of counties and municipalities (hereinafter referred to as "the Leaders") consisting of a strategic formulation sub-system of the government of counties and municipalities, a strategy-oriented energy saving and emission reduction performance evaluation entity design sub-system of the Leaders, a strategy-oriented energy saving and emission reduction performance evaluation indicator selection sub-system of the Leaders, a strategy-oriented dynamic circle sub-system of important parts of energy saving and emission reduction performance management of the Leaders, and a strategy-oriented energy saving and emission reduction performance management guarantee sub-system, and give a brief description of main contents and establishment process of every sub-system

An Extended Framework for Development of a National Logistics Performance Management System

2019 ◽  
Vol 9 (3) ◽  
pp. 48-61
Author(s):  
Dilay Çelebi
Keyword(s):  
Performance Management ◽  
Management System ◽  
Management Systems ◽  
Limited Attention ◽  
Performance Management System ◽  
Systematic Analysis ◽  
Performance Management Systems ◽  
Logistics Systems ◽  
Efficient Performance ◽  
Key Aspects

Due to the rapid and increasing integration of national markets, more and more countries are adopting some form of a logistics development policy. Even though a key aspect of success in logistics systems improvement is an efficient performance management system, a systematic analysis of national logistics performance management systems has attracted limited attention in academic literature. In this article, the author constructs a conceptual framework model which focuses on a holistic and integrated model of national logistics performance management. The intention is to provide a tool which enables the correct deployment of national strategies to logistics policies and to present a template to help describing the key aspects of design and operation of national logistics performance management systems.

Construction of E-Government Performance Management in the Angle of Service Government

2011 ◽  
Vol 121-126 ◽  
pp. 1957-1960
Author(s):  
Xin Li Hu
Keyword(s):  
Performance Management ◽  
Management System ◽  
Government Performance ◽  
Building Performance ◽  
Performance Management System ◽  
Cycle System ◽  
Pdca Cycle ◽  
Orientation Function ◽  
Service Oriented ◽  
Service Government

The performance management of e-government is crucial for e-government construction which can realize the orientation function to directly influence the e-government constructing level. This paper attempts to build e-government performance management system in view of service-oriented government from micro and macro perspective, to enhance its service quality and public satisfaction. This paper defines performance management and e-government performance management system in view of service government, in this basis, build e-government performance management system in view of service government from the perspective of the macro and micro system, meanwhile in order to establish e-government performance management system comprehensively, the article finally stated the problems we should pay attention to when building performance management system. The article builds the macro model of e-government performance management system, and also built the static of five system and dynamic system of PDCA cycle system in micro-system.

Investigating design targets for effective performance management system: an application of balance scorecard using QFD

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alpana Agarwal
Keyword(s):  
Performance Management ◽  
Employee Engagement ◽  
Management System ◽  
Quality Function Deployment ◽  
Employee Performance ◽  
Performance Management System ◽  
Management Support ◽  
Balance Scorecard ◽  
Content Type ◽  
Effective Performance

PurposeAn effective performance management must track level of employee engagement, ensure employee feedback on all aspects and ensure that the people act on that information. Also, it must ensure accessibility of essential conditions to perform. Considering the challenges associated with existing performance management system, present study attempts to discover factual expectations from the employees. The paper also establishes required conditions for fulfilling such expectations.Design/methodology/approachPresent study attempts to discover factual expectations from the employees using the Balance Scorecard approach (BSC). Furthermore, using Quality Function Deployment (QFD), relation between employers' expectation and requirements necessary to fulfill such expectations has also been determined.FindingsThe suggested model has been developed as House Of Performance Management (HOPM) outlining potential leveraging points for enhancing the performance, based on which immediate actionable measures for effective and efficient performance management can also been advocated. The HOQ suggested in this paper can be source of reference while developing performance management system for an organization. Besides, it can help the Human Resource team to discover strategic opportunities and set targets.Originality/valueEffective goal setting, pooled with a method to track progress and identify obstacles, contribute to attainment of bottom to top line results. However, designing and implementing such performance management system has been associated with many challenges like lack of top management support, perception of the process as time-consuming, failure to communicate clear and specific goals and expectations, lack of consistency, etc. (Managing employee performance, 2019). Hence most organizations have been increasingly looking for effective ways of assessing employee performance that can promote stakeholders' satisfaction, employee engagement and continuous improvement.

Performance measurement effects on organizational responses to threats

2015 ◽  
Vol 19 (1) ◽  
pp. 24-32 ◽  
Author(s):  
George Huber
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Measurement System ◽  
Management System ◽  
Organization Design ◽  
Performance Measurement System ◽  
Performance Management System ◽  
Content Type ◽  
Management Literature

Purpose – The purpose of this paper is to explain how an organization’s performance measurement system can influence the appropriateness of an organization’s responses to threats. Design/methodology/approach – Inductive and deductive reasoning, drawing on major theories and on empirical findings in the management literature. Findings – An organization’s performance measurement system can influence the effectiveness of the organization’s detections of threats and the appropriateness of the organization’s responses to threats and, in these ways, contribute to the organization’s robustness and sustainability. Practical implications – Formation of an appropriate performance management system can prove critical to both detection of and responses to organizational threats. As such, an organizational performance management system can contribute to organizational robustness and sustainability. Originality/value – The idea, that an organization’s performance measurement system can influence the effectiveness of the organization’s detections of threats and the appropriateness of the organization’s responses to threats, is not articulated in the management literature. Thus, the research reported here is original and would seem to have value to the research community, the organization design community (as an organization’s control systems are an important component of its architecture), and the management community.

Tata Power Delhi Distribution Ltd: measuring beyond the metrics

2012 ◽  
Vol 2 (2) ◽  
pp. 1-17
Author(s):  
Monica Singhania ◽  
R. Venkatesh
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Graduate Program ◽  
Planning Process ◽  
Performance Management System ◽  
Inclusive Growth ◽  
Strategy Formulation ◽  
Content Type ◽  
The Balanced Scorecard

Subject area The focus is on a performance management system and its strategic alignment using a Balanced scorecard in a Public Private Partnership framework. This case study analyses the situation for Tata Power Delhi Distribution (TPDD) which needs to realign its strategy to meet the emerging sustainability challenges of inclusive growth and combating the climate change. The case covers the field of strategic management, strategy formulation and performance management system deployment using the balanced scorecard. It touches upon the emerging need for corporates to look beyond economic signals and take social and environmental impacts into strategy planning process. Study level/applicability The case can be used in the following courses; post graduate program in public administration; MBA/Post graduate program in management in strategic management; executive training program for Government executives in public sector organizations to highlight the concept of performance management system in PPP companies. Case overview After the initial tumultuous years, TPDD emerged as one of the efficient power distribution companies in Delhi region. One of the major management tools that was helpful to achieve this was the balanced scorecard. TPDD's general manager for corporate strategy & planning reviewed the process and the due diligence that went into designing and implementing the balanced scorecard. Now, after the balanced scorecard success story, he along with Dr Ganesh Das, Head of Group – Strategy wants to take it to a next level and integrate their strategies related to inclusive growth of community and combating the ill effects of climate change. They believe that the balanced scorecard method that had helped them to achieve their strategic goals will help them to achieve future objectives too. But whether the existing four perspectives: financial, customer, internal process and learning and growth would adequately address the emerging challenges or whether there was a need to introduce a new perspective – “The Social Perspective” – is what they contemplate in the case. Expected learning outcomes The case can be used to teach the following: the importance of strategy in an organization and how it helps the firms to realize their stated vision; to highlight the process of strategy formulation and its deployment; to help students realize the difficulties in realizing a strategic goal through performance management system; use the balanced scorecard as an effective tool for strategy deployment and organizational alignment; to introduce students the concept of sustainability in the organization and emerging global challenges; and to illustrate the complexities involved in a strategic planning process Supplementary materials Teaching notes.

Developing a building information modeling–based performance management system for public–private partnerships

2020 ◽  
Vol 27 (8) ◽  
pp. 1727-1762 ◽  
Author(s):  
Jingfeng Yuan ◽  
Xuewei Li ◽  
Yongjian Ke ◽  
Wei Xu ◽  
Zhao Xu ◽  
...  
Keyword(s):  
Performance Management ◽  
Information And Communication Technologies ◽  
Management System ◽  
Building Information Modeling ◽  
Communication Technologies ◽  
Information Modeling ◽  
Performance Management System ◽  
Content Type ◽  
Other Information ◽  
Building Information

PurposeEffective performance management (PM) in public–private partnership (PPP) projects is critical to realizing value for money (VFM). This study aims to provide an in-depth understanding of problems existing in PPP PM and possible avenues for improvement, presenting an experimental system to verify that building information modeling (BIM) and other information communication technologies can improve PPP PM.Design/methodology/approachThe mixed research method adopted in this study combined empirical research with experimental research. Semistructured interviews were used to ascertain the current situation of PPP PM with the help of Nvivo software. A BIM-based performance management system (BPMS), which combines BIM with Web and Cloud technology, was then constructed to achieve performance monitoring, performance measurement, and performance-based payment. Finally, a case study was introduced to explain the function application of the proposed system.FindingsThe case demonstration verified is found to verify that the developed BIM-based execution framework for PPP PM can effectively guide stakeholders toward achieving mixed PM, promote effective PM, and improve work efficiency with the support of BIM and other information and communication technologies.Originality/valueThrough the development of a BPMS for PPP projects, the effectiveness and efficiency of PM are improved. Practical PM applications are also provided to different stakeholders, through which the key performance indicators and the behaviors of the government and private-sector partners can be monitored to form a more comprehensive and reasonable PM mechanism and promote the realization of VFM in PPP projects.

Lessons from mandated implementation of a performance management system

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jean-Sebastien Marchand ◽  
Mylaine Breton ◽  
Olivier Saulpic ◽  
Élizabeth Côté-Boileau
Keyword(s):  
Performance Management ◽  
Management System ◽  
Large Scale ◽  
Management Systems ◽  
Public Healthcare ◽  
Performance Management System ◽  
Management Tools ◽  
Content Type ◽  
Performance Management Systems ◽  
Organisational Context

PurposeLean-inspired approaches and performance management systems are being implemented in public healthcare organisations internationally. However, the literature is inconclusive regarding the benefits of these management tools and there is a lack of knowledge regarding processes for large-scale implementation of these tools. This article aims to describe the implementation process and to better understand how this process influences the mandated performance management system.Design/methodology/approachThis research is based on a comparative case study of three healthcare organisations in Canada. Data consist documents, non-participant observation and semi-structured interviews with key actors (n = 30). Analysis is based on a sociotechnical approach to management tools that considers organisational context, and the tool's technical substrate, theory of action and managerial philosophy.FindingsResults show that despite a standardised national mandate, the tool as implemented varied between organisations in terms of technical substrate and managerial philosophy. These variations are explained by the flexibility of the technical substrate, the lack of clarity of the managerial philosophy, and some contextual elements. Successful implementation may rest upon high hybridization of the tool on these different dimensions. A precise and prescribed technical substrate is not sufficient to guarantee implementation of a managerial philosophy.Practical implicationsMandated implementation of management tools may be more successful if it is explicit on the managerial philosophy, the technical substrate and the link between the two, and if it provides some leeway to adapt both to the organisational context.Originality/valueThis is one of the few studies to describe and analyse the process involved in mandated large-scale implementation of performance management systems in public healthcare organisations.

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