Does Involvement in Performance Management Routines Encourage Performance Information Use? Evaluating GPRA and PART

2012 ◽  
Vol 72 (4) ◽  
pp. 592-602 ◽  
Author(s):  
Donald P. Moynihan ◽  
Stéphane Lavertu
Keyword(s):  
Performance Management ◽  
Information Use ◽  
Performance Information

scholarly journals The influence of organizational culture on performance: Case study of the Moroccan ATM system

2018 ◽  
Vol 200 ◽  
pp. 00022
Author(s):  
Âta Ghalem ◽  
Chafik Okar ◽  
Razane Chroqui ◽  
El Alami Semma
Keyword(s):  
Organizational Culture ◽  
Performance Management ◽  
Traffic Management ◽  
Information Use ◽  
Air Traffic Management ◽  
Performance Management System ◽  
Performance Information ◽  
System Framework ◽  
Culture Influence

According to Ferreira and Otley (2009) contextual factors and organizational culture are considered as variable factors that have a significant impact on the performance management system framework, which comprises 12 questions/issues. The intention of this work is to define how organizational culture influences the question/issue of performance information use, through the example of Air Traffic Management (ATM). In fact, based on Schein’s model we determine how two of the levels of organizational culture influence the performance information use within the Moroccan ATM system.

scholarly journals Performance Information Artifacts

2021 ◽  
Vol 8 (1) ◽  
pp. 0-0
Keyword(s):  
Performance Management ◽  
Information Use ◽  
System Change ◽  
Boundary Spanners ◽  
Qualitative Modeling ◽  
Performance Information ◽  
Effective Learning ◽  
Effective Boundary ◽  
And Performance

The field of performance management is premised on the centrality of measurement and performance information use in everyday decision making and practice. Information is managed through the use of information systems, but research shows that implementing these technological systems is not enough. This research responds to recent calls for a better understanding of performance information use and the role of dialogue among stakeholders in promoting learning and system change. Through case analysis and qualitative modeling, it proposes the concept of performance information artifacts, and the need for effective boundary spanners to promote effective learning and knowledge sharing in performance dialogue.

scholarly journals A Study of Performance Information Use and Credibility in Performance Management Systems: Focusing on the Self-Evaluation System

2015 ◽  
Vol 30 (2) ◽  
pp. 23-45
Author(s):  
Lee Kwang Hee ◽  
Lee Seog Min
Keyword(s):  
Performance Management ◽  
Management System ◽  
Evaluation System ◽  
Information Use ◽  
Performance Management System ◽  
Performance Information ◽  
Performance Management Systems ◽  
Self Evaluation ◽  
Types Of Information ◽  
Near Future

This study aims to identify types of information use in South Korea's performance management system and the level of credibility accorded to these types of information use, along with the factors that affect them. The results show that use of performance measures is passive rather than instrumental and conceptual, while credibility accorded the system is low, and that the main factors that influence the system's use and credibility are leadership commitment and usefulness of information. These findings suggest that the current performance management system in Korea is not being well used and that a change is in order. In particular, external factors, such as reform of the U.S. system, might act as key drivers for change in the near future.

scholarly journals Performance Information Artifacts

2021 ◽  
Vol 8 (1) ◽  
pp. 1-16
Author(s):  
Luis Felipe Luna-Reyes ◽  
Natalie Helbig ◽  
Xiaoyi Yerden
Keyword(s):  
Performance Management ◽  
Information Use ◽  
System Change ◽  
Boundary Spanners ◽  
Qualitative Modeling ◽  
Performance Information ◽  
Effective Learning ◽  
Effective Boundary ◽  
And Performance

The field of performance management is premised on the centrality of measurement and performance information use in everyday decision making and practice. Information is managed through the use of information systems, but research shows that implementing these technological systems is not enough. This research responds to recent calls for a better understanding of performance information use and the role of dialogue among stakeholders in promoting learning and system change. Through case analysis and qualitative modeling, it proposes the concept of performance information artifacts, and the need for effective boundary spanners to promote effective learning and knowledge sharing in performance dialogue.

scholarly journals Why is dialogue on performance challenging in the public sector?

2018 ◽  
Vol 22 (2) ◽  
pp. 117-129 ◽  
Author(s):  
Tomi Rajala ◽  
Harri Laihonen ◽  
Petra Haapala
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
Design Methodology ◽  
Information Use ◽  
Social Phenomenon ◽  
Performance Information ◽  
Content Type ◽  
The Public ◽  
Public Managers ◽  
Practical Implications

Purpose This paper aims to understand performance management as a social phenomenon by investigating the challenges of performance dialogue, a phenomenon where participants jointly interpret performance information and discuss it while identifying the actions needed to manage the performance according to this information. Design/methodology/approach The research aim is achieved by conducting an interview study. Empirical data were collected by interviewing 30 public managers in three Finnish municipalities and subjecting it to content analysis using inductive category development. Findings The research provides empirical evidence from challenges in engaging in performance dialogue. It moreover derives a comprehensive conceptual model categorizing factors inhibiting performance dialogue. Practical implications Difficulties in conducting organizational performance dialogues are better explained. The findings support the management of performance dialogue by helping practitioners to identify challenges associated to these dialogues. Originality/value This study contributes to current conversations on performance management by showing that performance dialogues are no miracle cure for problems in performance information use. Moreover, the authors demonstrate that complications in performance information use are intertwined in many ways.

Does Managerial Use of Performance Information Matter to Organizational Outcomes?

2021 ◽  
pp. 027507402110488
Author(s):  
Xu Han ◽  
Donald Moynihan
Keyword(s):  
Organizational Performance ◽  
Performance Management ◽  
School Performance ◽  
Public Management ◽  
School Principals ◽  
Organizational Outcomes ◽  
Performance Information ◽  
High Stake ◽  
The Relationship ◽  
Objective Indicators

Public management scholars have made impressive strides in explaining managerial usage of performance information (PI). Does such PI use matter to performance? If so, what types of use make a difference? To answer these questions, we connect managerial self-reported behavior with objective organizational outcomes in Texas schools. We control for lagged comparative school performance and employ inverse probability weighting to mitigate endogeneity concerns. The results show that managerial use of PI is associated with objective indicators of performance, and that the type of use matters. In particular, school principals’ use of PI for strategic planning is positively associated with better high-stake test scores. The findings suggest that maturity of performance management system can shape the relationship between managerial PI use and organizational performance, thereby contributing to a contingency-based understanding of the relationship between performance management and organizational performance.

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