scholarly journals The Effects of Performance Measures Based on Public Sector Performance Management and Decentralization on Organizational Performance

2013 ◽  
Vol null (51) ◽  
pp. 105-126
Author(s):  
Kyongwon Park
Keyword(s):  
Public Sector ◽  
Organizational Performance ◽  
Performance Management ◽  
Performance Measures ◽  
Public Sector Performance ◽  
Sector Performance

Current state of public sector performance management in seven selected countries

2012 ◽  
Vol 61 (3) ◽  
pp. 235-271 ◽  
Author(s):  
Mary Lee Rhodes ◽  
Lucia Biondi ◽  
Ricardo Gomes ◽  
Ana I. Melo ◽  
Frank Ohemeng ◽  
...  
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Customer Service ◽  
Performance Measures ◽  
Future Research ◽  
Political Crisis ◽  
Content Type ◽  
Management Regimes ◽  
Public Sector Performance ◽  
Sector Performance

PurposeThis paper seeks to extend the analysis of performance management regimes by Bouckaert and Halligan to other countries in order to contribute to the developing theory of forms and challenges in public sector performance management.Design/methodology/approachThe state of performance management and the context in which it has evolved is assessed in seven different countries using dimensions drawn from Bouckaert and Halligan's work along with elements from earlier work by Pollitt and Bouckaert. These are summarized in a table and comparisons made to generate additional insights into the factors that influence the shape and speed of public management evolution.FindingsThe paper finds that the Bouckaert and Halligan framework for analyzing public sector performance management is useful, albeit with some modifications. Specifically, it finds that administrative culture is a key factor influencing the speed of reform and that the attitude of elites (politicians and civil servants, in most cases) is also a vital piece of the puzzle that was not included in Bouckaert and Halligan, but did appear in the earlier framework of Pollitt and Bouckaert. It also finds evidence that economic and political crises occurring together accelerate the introduction of integrated performance management systems, but that trust in government does not appear to be a significant factor. Finally, the paper observes that, absent political crisis/commitment, governments will prioritise “external” performance measures such as customer service, participation and transparency objectives over “internal” performance measures such as financial, staff management and whole of government reporting.Originality/valueThe countries studied provide a rare insight into lesser‐known performance management regimes and the use of the Bouckaert and Halligan framework allows for comparisons to earlier (and future) research. The findings will be of interest to scholars in public administration reform and performance management.

scholarly journals TANTANGAN MEMBANGUN MANAJEMEN DAN PENGUKURAN KINERJA SEKTOR PUBLIK DI INDONESIA

2021 ◽  
Vol 5 (1) ◽  
pp. 1
Author(s):  
M. Rizki Pratama
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Performance Management ◽  
Performance Appraisal ◽  
Literature Study ◽  
The Public ◽  
Performance Targets ◽  
Public Sector Performance ◽  
Sector Performance ◽  
And Performance

Management and performance measurement in the public sector are inherently more complex compared to the business sector. Conflicting values such as politics and abstract performance targets make public sector performance management and measurement have distinctive points with different challenges as well. This study aims to describe the various challenges that occur in the context of developing management and performance measurement of the public sector in Indonesia after the implementation of The Law Number 5 of 2014 concerning Civil Servants. The researcher applied a literature study by conducting literature inclusion on two main bases, namely internal and external problems in management and public sector performance measurement. In the end, there are four challenges that must be considered in order to further improve the management and performance measurement of the public sector in Indonesia, namely managing the good and bad impacts of management and performance measurement, managing bias and independence of performance appraisal, managing performance during times of disruption and pandemic and managing the performance of the millennial generation.

scholarly journals Management control and public sector performance management

2019 ◽  
Vol 14 (1) ◽  
pp. 158-176 ◽  
Author(s):  
Jan van Helden ◽  
Christoph Reichard
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Public Management ◽  
Management Control ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Control Approach ◽  
Starting Point ◽  
Public Sector Performance ◽  
Sector Performance

Purpose The purpose of this paper is to investigate whether and how evolving ideas about management control (MC) emerge in research about public sector performance management (PSPM). Design/methodology/approach This is a literature review on PSPM research through using a set of key terms derived from a review of recent developments in MC. Findings MC research, originating in the management accounting discipline, is largely disconnected from PSPM research as part of public administration and public management disciplines. Overlaps between MC and PSPM research are visible in a cybernetic control approach, control variety and contingency-based reasoning. Both academic communities share an understanding of certain issues, although under diverging labels, especially enabling controls or, in a more general sense, usable performance controls, horizontal controls and control packaging. Specific MC concepts are valuable for future PSPM research, i.e. trust as a complement of performance-based controls in complex settings, and strategy as a variable in contingency-based studies. Research limitations/implications Breaking the boundaries between two currently remote research disciplines, on the one hand, might dismantle “would-be” innovations in one of these disciplines, and, on the other hand, may provide a fertile soil for mutual transfer of knowledge. A limitation of the authors’ review of PSPM research is that it may insufficiently cover research published in the public sector accounting journals, which could be an outlet for MC-inspired PSPM research. Originality/value The paper unravels the “apparent” and “real” differences between MC and PSPM research, and, in doing so, takes the detected “real” differences as a starting point for discussing in what ways PSPM research can benefit from MC achievements.

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