Non-Governmental Development Organizations (NGDO) Performance and Funds—A Case Study

2017 ◽  
Vol 23 (3) ◽  
pp. 178-192 ◽  
Author(s):  
Marisa R. Ferreira ◽  
Amélia Carvalho ◽  
Filipa Teixeira
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Critical Role ◽  
Document Analysis ◽  
Non Profit ◽  
Development Organizations ◽  
Non Profit Organizations ◽  
And Performance

Non-profit organizations (NPOs) are facing growing pressure to become more performance oriented. The existence of a rising number of NPOs and the scarcity of fund sources is an increasingly worrying scenario. Our case study examines the experiences of three non-governmental development organizations (NGDOs) and discusses the possible existence of a relationship among fund sources and organizational performance. Non-profits are gradually required to respond to performance measurement directives and their fund sources may be scarce, in terms of quantity and diversity. Two central findings emerged from interviews and document analysis. First, there is a relationship between funds and performance, additional/greater funds positively influence organizational performance. Second, funds diversity play a critical role on performance, diversification of funds sources reduces the dependence of organizations and consecutively improves their performance.

scholarly journals How Do Political Features Influence the Co-Production of Government Projects? A Case Study of a Medium-Sized Chinese City

2021 ◽  
Vol 13 (14) ◽  
pp. 7600
Author(s):  
Wenting Ma ◽  
Rui Mu ◽  
Martin de Jong
Keyword(s):  
Performance Measurement ◽  
Critical Role ◽  
Chinese City ◽  
Production Stages ◽  
Political Background ◽  
The Government ◽  
And Performance ◽  
Western Experience ◽  
The Impact

Co-production is a solution by which the government provides public services. Co-production theory is built upon Western experience and currently focuses on the types of co-production in different policy stages, the barriers and governance strategies for co-production. However, little attention is paid to how political background will influence the co-production process. To fill the gap, we analyzed a case of co-production that occurred in China, and we characterized the political background as consisting of three main political features: political mobility, central–local relations, and performance measurement. Based on an in-depth case study of a government project in a medium-sized Chinese city, the impact and the changes of political features affecting governmental projects in different co-production stages are analyzed and assessed. We find that political features play a critical role in the co-production of China’s large government projects and may separately and jointly affect co-production. Government performance measurement affects the co-design and co-implementation of projects. Political mobility and changes in local government and performance measurement also affect the co-implementation continuity of the project. Political focus affects the co-design of projects. Central-local relations influence the support from higher government and the actual practices of lower government in the co-implementation stage.

scholarly journals PUBLIC MANAGERS' PERCEPTION OF THE PERFORMANCE MEASUREMENT SYSTEM, WITH EMPHASIS ON THE PERFORMANCE PRISM

2020 ◽  
Vol 5 (2) ◽  
pp. 61-78
Author(s):  
Otávio Henrique Cintra Monteiro
Keyword(s):  
Strategic Planning ◽  
Performance Measurement ◽  
Organizational Performance ◽  
Measurement System ◽  
Performance Measurement System ◽  
Non Profit ◽  
Public Managers ◽  
Performance Measurement Systems ◽  
And Performance ◽  
A Performance

Performance measurement system is an instrument that supports better organizational performance. This theme has evolved over time, while systems have become multidimensional and intent on projecting the future. In addition, in an open system logic, the understanding of the stakeholders becomes relevant to a performance measurement system. For this reason, the system model called Prism de Performance draws attention because it is based on stakeholders. Therefore, this article aims to analyze the perception of public managers who work in the implementation of strategic planning and performance on performance measurement systems, with an emphasis on the Performance Prism. Through a questionnaire data were obtained and analyzed using the Kruskal-Wallis statistical model. As a result, it was found that the focus on stakeholders is considered important for a dimension of a performance measurement system and that the Performance Prism is not known by professionals who work with the implementation of strategic planning and monitoring of results, even though the model is applicable to non-profit entities.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

scholarly journals How performance measurement influences stakeholders in not-for-profit organizations

2017 ◽  
Vol 37 (9) ◽  
pp. 1164-1184 ◽  
Author(s):  
Haley Allison Beer ◽  
Pietro Micheli
Keyword(s):  
Performance Measurement ◽  
Single Case ◽  
Institutional Logics ◽  
Performance Goals ◽  
Content Type ◽  
For Profit ◽  
Not For Profit ◽  
And Performance ◽  
The Uk

Purpose The purpose of this paper is to examine the influences of performance measurement (PM) on not-for-profit (NFP) organizations’ stakeholders by studying how PM practices interact with understandings of legitimate performance goals. This study invokes institutional logics theory to explain interactions between PM and stakeholders. Design/methodology/approach An in-depth case study is conducted in a large NFP organization in the UK. Managers, employees, and external partners are interviewed and observed, and performance-related documents analyzed. Findings Both stakeholders and PM practices are found to have dominant institutional logics that portray certain goals as legitimate. PM practices can reinforce, reconcile, or inhibit stakeholders’ understandings and propensity to act toward goals, depending on the extent to which practices share the dominant logic of the stakeholders they interact with. Research limitations/implications A theoretical framework is proposed for how PM practices first interact with stakeholders at a cognitive level and second influence action. This research is based on a single case study, which limits generalizability of findings; however, results may be transferable to other environments where PM is aimed at balancing competing stakeholder objectives and organizational priorities. Practical implications PM affects the experience of stakeholders by interacting with their understanding of legitimate performance goals. PM systems should be designed and implemented on the basis of both their formal ability to represent organizational aims and objectives, and their influence on stakeholders. Originality/value Findings advance PM theory by offering an explanation for how PM influences attention and actions at an individual micro level.

Intellectual capital and performance measurement systems in Iran

2018 ◽  
Vol 19 (2) ◽  
pp. 294-320 ◽  
Author(s):  
Kaveh Asiaei ◽  
Ruzita Jusoh ◽  
Nick Bontis
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Structural Model ◽  
Chief Financial Officers ◽  
Least Squares Regression ◽  
Content Type ◽  
Intellectual Assets ◽  
Performance Measurement Systems ◽  
And Performance

PurposeThe purpose of this paper is to empirically explore how the effect of intellectual capital (IC) on organizational performance is indirect and mediated through performance measurement (PM) systems.Design/methodology/approachData were collected from a survey of 128 chief financial officers of Iranian publicly listed companies. Hypotheses were tested using partial least squares regression, a structural modeling technique which is appropriate for highly complex predictive models.FindingsResults from the structural model indicate that, in general, companies with a higher level of IC place a premium on the balanced use of PM systems in a diagnostic and interactive style. Furthermore, the results provide some evidence that IC is indirectly associated with organizational performance through the intervening variable of the balanced use of interactive and diagnostic PM systems.Practical implicationsThis study sheds light on the issue of how senior management should use PM systems to take full advantage of intellectual assets which could lead to improved organizational performance.Originality/valueThis is the first study of its kind to synthesize a model which examines IC, PM systems, and organizational performance. Although the effect of different types of intangible assets on performance has been substantially examined in the literature, less effort has been devoted to understanding the role of PM systems in leveraging an organization’s IC.

Analisis Kinerja Keuangan Lembaga Zakat (Studi Kasus : Badan Amil Zakat Nasional)

2017 ◽  
Vol 1 (2) ◽  
pp. 96
Author(s):  
Efri Syamsul Bahri ◽  
Maya Romantin ◽  
Ahmad Tirmidzi Lubis
Keyword(s):  
Performance Measurement ◽  
Financial Performance ◽  
Ratio Model ◽  
Non Profit ◽  
Financial Report ◽  
Model Based ◽  
Non Profit Organizations

National Amil Zakah Board has a big responsibility to hold the trust of government and society to zakah management in Indonesia. The problem is how the financial performance of National Amil Zakah Agency? This study aims to assess the financial performance of zakah institutions by using financial performance measurement ratio model from Ritchie & Kolodinsky (2003) research for non-profit organizations. The object used in this research is the financial report of Badan Amil Zakat Nasional (BAZNAS) during the period 2004 to 2013. The components of the ratio used are five ratio of Ritchie & Kolodinsky model. Based on Ritchie & Kolodinsky ratios, these five ratios show BAZNAS's financial performance over the last decade well expressed.

scholarly journals Beyond crime rates and community surveys: a new approach to police accountability and performance measurement

Crime Science ◽  
2019 ◽  
Vol 8 (1) ◽  
Author(s):  
Tarah Hodgkinson ◽  
Tullio Caputo ◽  
Michael L. McIntyre
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Assessment ◽  
Current Approach ◽  
Police Performance ◽  
New Approach ◽  
Networked Governance ◽  
Police Organizations ◽  
Police Accountability ◽  
And Performance

Abstract In this conceptual piece, we argue that the current approach to police performance measurement typically based on the use of traditional police metrics has failed to achieve the desired results and that a different strategy is required. Traditional police metrics have a narrow focus on crime and the police response to it. They provide little information on how well police organizations are performing. Importantly, traditional police metrics do not incorporate input from police stakeholders in goal identification, nor do they use specifically designed indicators to assess progress towards achieving these goals. Following an analysis of the criticisms levelled at the use of traditional police metrics, and subsequent attempts to address these issues, we argue that a networked governance approach represents a more promising foundation for undertaking police organizational performance assessment. Such an approach would engage stakeholders more directly in goal identification and performance assessment, and potentially lead to more successful, responsive and accountable policing.

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