Performance management in public universities: overcoming bureaucracy

2018 ◽  
Vol 67 (4) ◽  
pp. 736-753 ◽  
Author(s):  
Nunzio Angiola ◽  
Piervito Bianchi ◽  
Letizia Damato
Keyword(s):  
Performance Management ◽  
Public Universities ◽  
Organizational Factors ◽  
Public University ◽  
Management Systems ◽  
Management Tools ◽  
Performance Levels ◽  
Content Type ◽  
Performance Management Systems ◽  
Adoption And Implementation

Purpose Considering a micro performance perspective, the purpose of this paper is to analyze whether and to what extent the adoption of better performance management systems could improve the performance levels of a public university. Design/methodology/approach With reference to a period of four years (2011-2014), the quality of performance management systems of 29 Italian universities (response rate: 48 percent) was examined and the possible effects on performance levels of these institutions were analyzed by means of statistical methodologies (multiple regression analysis). Outcome indicators were considered. Findings The findings indicate the need to go further “measurement,” and to take care of performance “management,” especially in complex organizations as universities, where academicians identify themselves more with their professions than with the organization and where technicians and administrative employees might look at the performance-based reform with “bureaucratic eyes.” A fruitful cooperation between the professional soul and the bureaucratic one is paramount. Originality/value Studies which analyze organizational factors that could affect the adoption and implementation of performance management systems are rare, and use in prevalence qualitative methods or refer to machine bureaucracies, not many to professional ones as public universities. Moreover, the performance management literature in a public university context deepens the topic of the selection of KPIs and the focus is mainly on macro performance or on management tools for gathering and analyzing performance measures.

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.

A roadmap for developing, implementing and evaluating performance management systems in Jordan public universities

2019 ◽  
Vol 11 (2) ◽  
pp. 325-339 ◽  
Author(s):  
Ahmad Ali Almohtaseb ◽  
Mohmmad Adnan Yousef Almahameed ◽  
Hisham A. Kareem Shaheen ◽  
Mohammad Haroon Jarrar Al Khattab
Keyword(s):  
Developing Countries ◽  
Performance Management ◽  
Conceptual Model ◽  
Public Universities ◽  
Dynamic Environment ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Evaluation Of Performance ◽  
Conceptual Paper

Purpose The purpose of this paper is to formulate a model for developing, implementing and evaluating performance management systems in Jordan public universities that will ensure the successful achievement of their set goals in the competitive dynamic environment. Design/methodology/approach This is a conceptual paper that focuses on the model for developing, implementing and evaluating performance management systems by public universities in developing countries. Findings As the focus is on a conceptual model for performance management systems in public universities in developing country, it is yet to be empirically tested. Research limitations/implications The conceptual model is limited to developing, implementing and evaluating performance management systems by public universities in developing countries. Practical implications The implementation and evaluation of performance management systems by public universities in Jordan and developing countries will ensure successful achievement of their set goals in the competitive dynamic environment. Originality/value The originality of the paper lies in its methodology. In this paper, an innovative conceptual model is proposed for developing, implementing and evaluating performance management systems by public universities in developing countries.

Integrating organisational- and individual-level performance management systems (PMSS): a case study in a large Indonesian public sector organisation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rudy M. Harahap
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Control Systems ◽  
Developing Country ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Individual Level ◽  
Level Performance

Purpose This study aims to comprehensively examine the integration of organisational- and individual-level performance management systems (PMSs) in the context of public sector organisations (PSOs) of developing countries (DCs), by investigating the elements of PMSs in the studied organisation. Design/methodology/approach A case study in a large PSO of a developing country was conducted. The design of the study and the data analysis drew on Ferreira and Otley’s PMSs framework. Data were captured from electronic and printed document archives, online written interviews with participants and face-to-face interviews. The data then were triangulated and analysed thematically. Findings The study reveals a recursive relationship between culture and PMSs, and identifies conflicting regulatory requirements and a lack of information technology capacity led to the development of dual, loosely coupled PMSs in the studied organisation. Research limitations/implications The findings may not be generalisable beyond a large, PSO in a developing country; the study did not consider the linkages between the integration of organisational- and individual-level PMSs and other PMSs; the study looked at only two notions of culture; and the study asked participants to recall past events, so was retrospective in its design. Practical implications The findings illustrate the need for public sector managers and key policymakers to use both formal and informal control systems, together with technical and social integration mechanisms, as well as management accounting (MA) and human resources management (HRM) control approaches, when attempting to integrate organisational- and individual-level PMSs in the PSOs of DCs. Social implications Future studies may usefully investigate the integration of organisational- and individual-level PMSs in different contexts, consider culture and contextual factors when investigating the integration of organisational- and individual-level PMSs in different contexts, examine whether national culture also substantially impacts PMSs in other countries and attempt to inform the MA literature by drawing on HRM theory and research on individual-level PMSs. Such studies may help to address the gap between PMS theory and practice and better allow MA researchers to contribute to practice. Originality/value The study contributes to management control systems (MCSs) and PMSs literature by extending our understandings in the relationship between accounting and non-accounting controls, the contextual factors that affect PMSs and highlighting the importance of considering cultural context when integrating PMSs in the PSOs of DCs.

A conceptual framework for integrated performance management systems

2019 ◽  
Vol 31 (3) ◽  
pp. 309-324 ◽  
Author(s):  
Ulf Johanson ◽  
Roland Almqvist ◽  
Matti Skoog
Keyword(s):  
Conceptual Framework ◽  
Performance Management ◽  
Design Methodology ◽  
Present Form ◽  
Management Systems ◽  
Content Type ◽  
Performance Management Systems ◽  
Integrated Performance ◽  
Further Development ◽  
Practical Implications

Purpose The purpose of this paper is to further develop a conceptual framework for analysing performance management systems (PMS). The framework aims to be useful for a rich understanding of a specific organisation’s PMS. At the same time, it should preferable be simple so that it could be used even in practice. The framework adds to earlier work by Malmi and Brown (2008), Ferreira and Otley (2009), Broadbent and Laughlin (2009), Bedford and Malmi (2015) and Johanson et al. (2001). Design/methodology/approach The paper is theoretical but has also been applied to a Swedish municipality. The purpose of the latter was to understand if the framework is feasible so far. Findings The authors hold that the framework in its present form is useful to use as an analytical tool even if it needs to be subjected to further development. Research limitations/implications The paper addresses an issue that is continuously changing. This means that the suggested framework may suffer from theoretical weaknesses in some respects. To balance between a theoretically deep and exhaustive framework and a framework that is simple enough to use is a tricky question that needs further investigation. Practical implications The ambition with the framework is that it shall be useful even in practice. Originality/value The need for further research in the PMS area has been emphasised by the above researcher but also by, e.g., Van Helden and Reichard (2016). They hold that the authors need rich European cases to improve the understanding of how PMS works. The authors hold that the present framework has the potential to meet the demands from Van Helden and Reichard.

Will what is measured be used? An analysis of performance management systems in Pakistani state organizations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abiha Zahra ◽  
Geert Bouckaert
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Management Systems ◽  
Performance Information ◽  
Institutional Perspective ◽  
Content Type ◽  
Management Framework ◽  
Performance Management Systems ◽  
State Organizations ◽  
And Control

PurposeWith performance as a core theme of public sector reforms, this article explores performance management systems in inter-organizational settings while testing the effect of performance measurement on its use for accountability and control. Using economic neo-institutional perspective in a hierarchical context with turbulent political history, the article investigates the variations in the use of performance information in inter-institutional settings across different legal categories of state organizations.Design/methodology/approachThe performance management framework of Van Dooren et al. (2010) is employed as the basis for this research that explains the link between performance measurement and use. To explore the management of performance in Pakistan, the survey data was collected in 2018; after two democratic governments completed their tenures.FindingsThe research indicated a lower extent of performance measurement and use by the parent ministries in the democratic regimes. This finding adds to the implications of economic institutional theory in a politically turbulent context, where political actors place less emphasis on performance and more emphasis on procedures. It was confirmed that the ministries use the measured performance information for accountability and control on the results, but the moderating role of legal categories in the performance framework did not get confirmation.Originality/valueThe article empirically tests the performance management framework from a Western context in a developing country that has not been discussed frequently in the performance management systems literature.

Remastering contemporary enterprise performance management systems

2017 ◽  
Vol 21 (3) ◽  
pp. 250-260 ◽  
Author(s):  
Michaela Blahova ◽  
Premysl Palka ◽  
Parissa Haghirian
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Management Systems ◽  
Enterprise Performance ◽  
Business World ◽  
Content Type ◽  
Performance Management Systems ◽  
Academic Texts ◽  
Current Trends ◽  
Synergy Effects

Purpose This paper aims to investigate current trends in selected management systems and analyses their mutual synergy effects to remaster contemporary enterprise performance management systems in the business sphere. Design/methodology/approach This research involves assembling key academic texts and other literature on the subject of changes in management systems worldwide and their influence on remastering contemporary enterprise performance management systems. The literature is reviewed using a systematic approach. More than 3,000 papers and studies are identified and content analysed. Findings The main trends and emerging themes of management practices in the current business world and their synergy effects are identified, reviewed and classified. Originality/value The field of performance management systems and their remastering based on individual corporate needs is an emergent area of study. This paper is relevant to academics, as well as the corporate world, because it introduces summarized results from an extensive number of published studies on the topic of trends in current management systems, their mutual synergy effects and their influence on performance management systems.

Catch-22

2017 ◽  
Vol 38 (2/3) ◽  
pp. 78-87
Author(s):  
Thomas Kaarsted
Keyword(s):  
Side Effects ◽  
Performance Management ◽  
Management Systems ◽  
Original Research ◽  
Content Type ◽  
Performance Management Systems ◽  
Research Libraries ◽  
Course Of Action ◽  
Catch 22 ◽  
The Impact

Purpose Services to researchers are a key strategic focus point for academic libraries. In many cases these services are linked to performance management systems. However, this kind of system for measuring scholarly research has unintended side effects and may demotivate researchers on a number of levels. This presents somewhat of a catch-22 for research libraries. The purpose of this paper is to describe the Bibliometric Research Indicator (BRI) in Denmark, show why the researchers may feel demotivated, outline the dilemmas and the effects on libraries, and present a possible course of action. Design/methodology/approach At least 14 countries have implemented performance management systems for researchers. The impact has been the topic of several – primarily quantitative – studies, e.g., in Denmark. The analysis is made by means of a qualitative study (interviews with 43 Danish researchers), using motivation crowding as well as self-determination theory to further explore their motives and experiences, to determine whether these factors have any influence on their experience of the BRI. Findings The analysis confirms earlier studies which showed that researchers as a whole do not see the BRI as supportive and that this kind of system may have unintended side effects. Unintended side effects include pressure, limitation of freedom, a drop in the perceived standard of research, the slicing of articles, negative collegial behavior as well as borderline academic theft. In connection researchers do not see the incentives or rewards given by the system as supportive. Research limitations/implications This BRI study is made within only one country and as these systems tend to vary not only from country to country but also with incomparability within faculties and institutes, further studies might expose different patterns. However, as the results fit a more general trend within the research area, the takeaways could potentially prove useful for research libraries in general. Furthermore it could be beneficial to research libraries in general to get a clearer understanding of the role they play, which in part could be done by surveying them on this subject. Practical implications The finding presents potential dilemmas for research libraries, as they might get caught in the crossfire between expectations or demands from the university management and the hope and dreams from individual scholars with the risk of unintentionally alienating a key target group. Thus, a possible course of action is outlined including focus points and target areas for libraries. Originality/value This paper presents original research with some key findings with a focus on the dilemmas for research libraries with regard to BRI-like systems, strategic management and performance measurement.

scholarly journals Assessing the fragmentation of hybrids' performance management systems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tomi Rajala ◽  
Harri Laihonen ◽  
Petra Kokko
Keyword(s):  
Performance Management ◽  
Management Practices ◽  
Management Systems ◽  
Performance Goals ◽  
Content Type ◽  
Performance Management Systems ◽  
Future Studies ◽  
Low Level ◽  
Service Production ◽  
Survey Interviews

PurposeFragmentation can inhibit joint goals and performance measures. Therefore, the purpose of this study is to investigate the level of fragmentation between public, private and third sectors in a hybrid organization's performance management systems and the effects of this fragmentation to propose hypotheses and new research methods for future studies.Design/methodology/approachThe inductive research design was based on a mixed method approach. As empirical data, a survey, interviews and documents were used in this case study examining a hybrid organization called Welfare Alliance.FindingsThe results showed low-level fragmentation in the performance management system of the hybrid. Although the level of fragmentation was low-level, it affected the hybrid's ability to implement joint performance goals and measures. Performance management practices suffered as a consequence.Originality/valueAs a theoretical contribution to research addressing performance management in hybrids, the study proposes new concepts and theoretical hypotheses concerning fragmented performance management systems in hybrids. These theoretical hypotheses propose how performance goals and measures can become fragmented because they isolate service production units and activities from each other. The proposed hypotheses for future studies also attempt to provide explanations for how fragmentation can spread from one management function to another (i.e. from goal setting to performance measurement).

Funding sources and performance management systems: an empirical study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manzurul Alam ◽  
Megan Paull ◽  
Anne Peachey ◽  
David Holloway ◽  
John Griffiths
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Performance ◽  
Performance Management ◽  
Single Case ◽  
Management Systems ◽  
Structured Interviews ◽  
Content Type ◽  
Performance Management Systems ◽  
Funding Sources

Purpose The purpose of this paper is to explore how performance management systems in nonprofit organizations are influenced by their funding sources. It explains how resources motivate organizations to diversify their strategies with attended performance management systems. Design/methodology/approach It adopts a qualitative case study approach involving semi-structured interviews with key informants in a nonprofit organization to understand the evolving nature of performance management systems associated with different funding sources. Findings The findings suggest that the case study organization changed its revenue base along with its performance management systems to satisfy the reporting and accountability requirements of different funding sources. Despite external funding sources detailing different restrictions and requirements, the overall performance management system was able to manage these different expectations. Research limitations/implications This study is based on a single case study, and its findings need to be interpreted with care, as there are differences between nonprofit organizations because they differ in their environments, services and funding. Originality/value This paper contributes to extant knowledge on how organizational performance management is influenced by funding sources, providing insights at the operational and governance levels.

scholarly journals Amoeba management and organizational ambidexterity

2019 ◽  
Vol 69 (2) ◽  
pp. 405-427
Author(s):  
Ralph Adler ◽  
Toshiro Hiromoto ◽  
Hiroyuki Suzuki
Keyword(s):  
Performance Management ◽  
Planning Horizon ◽  
Management Systems ◽  
Organizational Ambidexterity ◽  
Global Business ◽  
Content Type ◽  
Performance Management Systems ◽  
Business Units ◽  
Competitive Environments ◽  
Business Source Premier

Purpose The purpose of this paper is to extensively discuss the performance management system characteristics of amoeba management and organizational ambidexterity to provide conceptual comparisons between the two and assist scholars and practitioners in their respective research design and adoption decisions. Design/methodology/approach Management databases that included Science Direct, ABI/INFORM Global, Business Source Premier and Scopus (and their Japanese counterparts), as well as a number of journals known for publishing work on amoeba management and organizational ambidexterity, were used to identify relevant published work. An initial identification of almost 2,500 books and articles was reduced to the paper’s approximately 100 references. Feedback from presenting the paper at management conferences and university seminars supports the comprehensiveness of the assembled literature. Findings This paper shows that prior research’s conflating of amoeba management and organizational ambidexterity is misguided. While the two performance management systems share a common overarching philosophy on how to successfully operate in highly competitive environments and adopt a similar urgency about the need for business units to feature relatively small numbers of employees, significant differences involving the enactment of strategy, organizational structure, organizational culture, planning horizon, performance measures, employee involvement, employee selection and leadership prevail. Originality/value By providing scholars and practitioners with better, more holistic understandings of amoeba management and organizational ambidexterity, the paper seeks to advance theoretical and practical understandings of the two performance management systems. The model provided helps scholars incorporate into their research more complete theoretical constructions and operational representations of these two performance management systems and helps practitioners make better informed adoption choices.

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