scholarly journals Study on the Characteristics of the Research and Practice of Performance Management in Local Governments

2016 ◽  
Vol 30 (2) ◽  
pp. 57-81
Author(s):  
Hong Heung Deug
Keyword(s):  
Performance Management ◽  
Local Governments ◽  
Research And Practice

Context Matters

2020 ◽  
pp. 233-263
Author(s):  
Jeanette N. Cleveland
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Applied Psychology ◽  
Situation Assessment ◽  
Cultural Economic ◽  
Research And Practice ◽  
Situational Strength ◽  
Key Features ◽  
And Performance ◽  
The Way

Contexts shape the way the performance appraisal (PA) and performance management (PM) systems are designed and utilized. Yet, the analysis of situations, especially more macro-context, including cultural, economic, and political/legal values, is one of the most underresearched areas in applied psychology despite the fact that context is likely to be critical to understanding the success and the failures associated with individual and team PM in organizations. To date, most research on situations has focused on proximal factors that impinge directly on raters’ and ratees’ motivation and goals, with less attention given to variations in macro and meso context across and within organizations, nations, and cultures. In the present chapter, the current research linking context with PA and PM is reviewed. Drawing from both situational strength and institutional theories, the mechanisms (e.g., norms and constraints) by which situations can shape the design and process of PA/PM within and across organizations are discussed. The chapter concludes by translating key features from the context and situation assessment literature into action that can be taken by industrial and organizational psychologists to help improve PA/PM research and practice in organizations.

An Overview of Local E-Government Adoption and Implementation in Turkey

2009 ◽  
pp. 419-436 ◽  
Author(s):  
Mete Yildiz
Keyword(s):  
Performance Management ◽  
Local Governments ◽  
Management System ◽  
Future Research ◽  
Performance Management System ◽  
Web Based ◽  
Research Areas ◽  
Current State ◽  
Adoption And Implementation ◽  
Government Mandates

This chapter presents an analysis of local e-government adoption and implementation in Turkey. To this end, academic articles, various laws, and parts of the newly-adopted Turkish Information Society Strategic Plan that pertains to local e-government, reports of local e-government implementation are reviewed. The chapter also examines the integration of local e-government applications in a portal and the efforts to link this portal to a Web-based performance management system for local governments. Overall, it can be said that there is a lack of consistency with regard to local e-government mandates and implementation. The chapter concludes with the evaluation of the current state of and future research areas about local e-government in Turkey.

scholarly journals Getting Rid of Performance Ratings: Genius or Folly? A Debate

2016 ◽  
Vol 9 (2) ◽  
pp. 219-252 ◽  
Author(s):  
Seymour Adler ◽  
Michael Campion ◽  
Alan Colquitt ◽  
Amy Grubb ◽  
Kevin Murphy ◽  
...  
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Feedback ◽  
Performance Ratings ◽  
Management Process ◽  
Management Reform ◽  
Research And Practice ◽  
Subsequent Performance ◽  
Weak Relationship ◽  
Effective Performance

Despite years of research and practice, dissatisfaction with performance appraisal is at an all-time high. Organizations are contemplating changes to their performance management systems, the most controversial of which is whether to eliminate performance ratings. The pros and cons of retaining performance ratings were the subject of a lively, standing-room-only debate at the 2015 Society for Industrial and Organizational Psychology conference in Philadelphia (Adler, 2015). Given the high interest in this topic, this article recaps the points made by the panelists who participated in the debate. The arguments for eliminating ratings include these: (a) the disappointing interventions, (b) the disagreement when multiple raters evaluate the same performance, (c) the failure to develop adequate criteria for evaluating ratings, (d) the weak relationship between the performance of ratees and the ratings they receive, (e) the conflicting purposes of performance ratings in organizations, (f) the inconsistent effects of performance feedback on subsequent performance, and (g) the weak relationship between performance rating research and practice in organizations. The arguments for retaining ratings include (a) the recognition that changing the rating process is likely to have minimal effect on the performance management process as a whole, (b) performance is always evaluated in some manner, (c) “too hard” is no excuse for industrial–organizational (I-O) psychology, (d) ratings and differentiated evaluations have many merits for improving organizations, (e) artificial tradeoffs are driving organizations to inappropriately abandon ratings, (f) the alternatives to ratings may be worse, and (g) the better questions are these: How could performance ratings be improved, and are we conducting the entire performance management process properly? The article closes with questions organizational members have found useful for driving effective performance management reform.

scholarly journals Use and Utilization of Performance Information in Hungary: Exemplary Cases from the Local- Government and the Higher-Education Sectors

2015 ◽  
Vol 8 (2) ◽  
pp. 23-48
Author(s):  
György Hajnal ◽  
Márton Ugrósdy
Keyword(s):  
Performance Management ◽  
Local Governments ◽  
Public Services ◽  
Anglo Saxon ◽  
Performance Information ◽  
Use Of Data ◽  
Actual Use ◽  
Efficiency And Effectiveness ◽  
And Performance ◽  
Measurement And Evaluation

Abstract Performance information and performance management are usually seen as tools to promote the efficiency and effectiveness of different public-policy programs. Performance management is a hot topic in the post-NPM discourse, however most of the debate is centered on the Western European and Anglo-Saxon models of measurement and evaluation of public services. This paper examines how a Central European country with a strong Rechtsstaat tradition can adapt to the use of performance management, and what patterns we can identify in the actual manifestations of measurement and use of data. The authors argue that even though performance management is not known in Hungary as per defined in the academic literature, there are signs on the ground that PM ideology and actual use are gaining traction in every field of public services, both in central and local governments.

scholarly journals Perspective of Local Government on the Performance Assessment of District Sports and Leisure Centers

2020 ◽  
Vol 12 (21) ◽  
pp. 9094 ◽  
Author(s):  
Chin-Yi Fred Fang
Keyword(s):  
Local Government ◽  
Performance Management ◽  
Local Governments ◽  
Performance Model ◽  
Project Finance ◽  
Quadrant Analysis ◽  
Internal Resources ◽  
Modified Delphi ◽  
Target Ratio ◽  
Four Quadrant

This paper addresses the problem of performance management of operate-transfer (OT) project finance for public sports and leisure centers (SLC) from the perspective of local government. This study contributes to use an evolutionary theory of competitive advantage and mixed-methods, including a modified Delphi method to develop the efficiency-based performance model (EPM) under OT project finance for the public SLCs. The total-factor framework disaggregating the efficiency into an innovative output surplus target ratio (OSTR) provides local governments with a contracted period to manage the SLCs through further specific improvement advice. This study further proposed the four-quadrant matrix formulated by long-term efficiency and short-term profitability to identify the benchmark and improvement directions. The empirical results indicated that there are fifteen SLCs located in the benchmark quadrant. This study provides policy makers in the local governments with a scientific reference to keep or drop the current operating private enterprise in the next concession period. The most underperforming SLCs could follow this proposed quadrant analysis and OSTR index, utilizing their internal resources to develop more attractive and reasonable-price exercise courses for participant growth.

A dynamic performance management approach to frame corruption in public procurement: a case study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Salvatore Gnoffo
Keyword(s):  
Performance Management ◽  
Local Governments ◽  
Public Procurement ◽  
Dynamic Performance ◽  
Decision Makers ◽  
Risk Indicators ◽  
Management Approach ◽  
Extensive Literature ◽  
Content Type

Purpose The purpose of this paper is to frame the causal relationships between corruption in public procurement and performance of local governments. Design/methodology/approach An outcome-based dynamic performance management approach is adopted to explore a representative case study of a small Italian municipality. The model is based on three sources: qualitative primary data generated by face-to-face convergent interviews; secondary data retrieved from documents describing legal cases linked to procurement and open-access repositories; and an extensive literature review. Findings Emphasizing the role of community civic morality systemically may help to understand some counterintuitive results in the past research and support decision-makers and policymakers in setting effective strategies to curb the associated negative implications. Social implications A dynamic approach of performance management aimed at framing corruption in public procurement may guide policymakers and decision-makers in keeping their “cognitive radar” constantly active, in a way to detect emerging corruptive phenomena that could be otherwise ignored by normal diagnostical approaches. It may also help to promote organizational ethical learning and improve community outcomes. Originality/value This research provides a causal and systemic framework of relationships involving local government performance and wrongdoings in public procurement, by including performance risk indicators linked to structural and individualistic causes of corruption.

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