scholarly journals Influence of Performance Appraisal on Performance of Civil Servants in Kenya

2020 ◽  
Vol 5 (4) ◽  
pp. 415-420
Author(s):  
Yahya Idriss Elhadi
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Performance Appraisal ◽  
Public Management ◽  
New Public Management ◽  
Management Practice ◽  
Positive Influence ◽  
Research Strategy ◽  
Civil Servants ◽  
The Public

This article is part of a doctoral project entitled “Results-Based Management and Performance of Civil Servants in Kenya”. The purpose of the article is to determine the influence of performance appraisal on performance of civil servants. During the last three decades performance appraisal has become a popular instrument in public sector reform agenda under the New Public Management which is results-driven. Its application has since become an important human resource management practice in the public sector performance management systems. The underlying aim is to foster organizational and individual efficiency and effectiveness in the public sector. Applying both descriptive survey and case study designs with a mixed research strategy, the study found that performance appraisal has a significant positive influence on performance of civil servants in Kenya. This means that, when performance appraisal process is effective, civil servants learn about themselves; gaining sense of personal worth, become more knowledgeable about their tasks, and more imperatively they learn about what are mostly valued by the employer. The study recommends for pragmatic use of performance appraisal since has significantly and positively influenced the performance of civil servants in Kenya.

scholarly journals PERFORMANCE AND CHARACTERISTICS OF MANAGEMENT IN THE PUBLIC SECTOR

2019 ◽  
Vol 32 (4) ◽  
pp. 429-433
Author(s):  
Baki Koleci ◽  
Redon Koleci
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Legal Framework ◽  
Civil Servants ◽  
Full Description ◽  
Managerial Behavior ◽  
The Public

Performance measurement has attracted the attention of many researchers in the area of managerial accountability over the last two decades. However, most of them focus on measuring performance only in the private sector. Meanwhile, since several years, especially after the publication of the "New Public Management" doctrine, performance measurement has emerged as an important research priority in the public sector. This does not mean that it has not previously shown interest in the public sector's efficiency problem, but it has been limited in the context of the policy appraisal concept. This concept has functioned more as a tool for assessing public policy delineation and has eventually served to redraft existing policies or practices rather than a system of measurement and performance management of public institutions.Policy evaluation methodologies are very useful, but they can only be used within a framework that assumes the presence of managerial behavior in the public sector. Where legal laws and regulations serve as a basis for dealing with issues, it is very difficult to it is assumed that efficiency will be a fundamental priority. The concept of governance, recent decades, is closely related to the process of modeling assessment procedures. Governance, as such, generally refers to the tools that serve to direct, control and co-ordinate individuals and organizations, partly autonomous ones, in the name of the interests they contribute to (Lynn, Heinrich and Hill, 1999).Some of the recent problems in the area of governance include issues of formal control over authoritative decision-makers and decentralization; focusing on powerful interest groups or goals that are difficult to describe (eg "efficiency" and "high credibility"), as well as comparing different governance regimes.A full description and analysis of the governance model is a prerequisite for further study of performance measurement in public sector activity.The logic of governance in the public sector is simple: lawmakers create the legal framework, administrators deal with enforcement, and the public pays, at least in theory, enjoys the benefits. Lawmakers are elected to act during a mandate (usually four years), but also the administrators (bureaucrats and civil servants) are nominated and supposed to have a long-term career in implementing policies and legal acts. The latter should serve professionally and implement legal acts adopted by lawmakers, using the maximum of their knowledge. There is still an open discussion on how to evaluate the achievements of civil servants and the policy effectiveness they implement.Governance is a division of responsibilities, it should serve as a tool that facilitates the continuous improvement of work in the public sector. Only redistribution of formal authority can have little or no effect on the desirable consequences with all the opposing claims expressed by some administrative reformers.

scholarly journals Performance management in Europe: An idea whose time has come - and gone?

2018 ◽  
Author(s):  
Wouter Van Dooren ◽  
conny hoffmann
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Public Management ◽  
New Public Management ◽  
Management Practice ◽  
State Building ◽  
Policy Formulation ◽  
Learning System ◽  
The Public ◽  
New Public

New Public Management reforms in Europe, as elsewhere, heavily rely on performance indicators and targets. All corners of the public sector, from local to European and from policy formulation to management practice, have been affected. This focus on measurement fits well in a long tradition of measurement and state building. Yet, in recent years, disenchantment with performance management grows. More often than not, target regimes produce dysfunctional consequences. While the performance of performance target regimes is wanting, performance management is being reinvented. Rather than a system of accountability, performance management should prompt learning and dialogue. Performance management as a learning system may well be the next idea whose time has come.

Swiss public servants' perceptions of performance in a fast-changing environment

2008 ◽  
Vol 74 (2) ◽  
pp. 307-323 ◽  
Author(s):  
Yves Emery ◽  
Carole Wyser ◽  
Noemi Martin ◽  
Joelle Sanchez
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Shared Vision ◽  
Civil Servants ◽  
Public Servants ◽  
Street Level ◽  
Public Sector Organization ◽  
New Public

The notion of performance is central in all the modernization processes that have been conducted during the last 20 years, notably under the New Public Management (NPM) movement. Since the models and notions of performance analysed in research nearly always reflect the vision of top management, this article proposes to consider the vision of personnel at the street level, specifically Swiss civil servants. A highly capable public sector organization, focused on efficiency, quality services provided for the citizens and outcomes needs motivated employees to achieve these ambitious objectives. But how is `performance' perceived by civil servants without any management responsibilities? Using the typology of Boltanksi and Thévenot, the article highlights several reference worlds to which civil servants refer when speaking of performance, revealing the dominant influence of the industrial world over that of the civic world, with the domestic and commercial worlds placed third and fourth in importance, respectively. It details the evolution of performance as seen by civil servants, allowing us to better understand their reactions when faced with the transformations under way as well as the identity crisis caused by the contradictory worlds they currently face. Points for practitioners Under the NPM-banner, performance management has been introduced in almost every public sector organization. Performance must be clearly operationalized at all levels of the hierarchy, which is a difficult process because NPM has introduced new values that potentially conflict with traditional public sector values. This article highlights and analyses the way Swiss civil servants at the street level perceive performance, providing useful insight into their dominant value framework. Their perception of a `highly capable public sector' must be set against actual standards in order to achieve a shared vision of the main dimensions and criteria of performance, a prerequisite for effectiveness in every performance management system.

scholarly journals Performance Management System in Mozambican Universities: A Literature Review of Theories, Origin and Evolution

2020 ◽  
Vol 11 (6) ◽  
pp. 52
Author(s):  
Carlos Bire Caixote ◽  
Bashi Mothusi ◽  
Thekiso Molokwane
Keyword(s):  
Developing Countries ◽  
Public Sector ◽  
Performance Management ◽  
Public Management ◽  
Public Universities ◽  
New Public Management ◽  
Performance Management System ◽  
The Public ◽  
Public Sector Reforms ◽  
New Public

From the end of the 1970s up to the 2000s, governments in the developed and developing countries were involved in implementing economic, social, political, cultural and legal reform programs. The first wave of public sector reforms came under the Structural Adjustment Programs (SAPs) which were implemented in most of the developing countries from the late 1970s to the early 1990s. The second wave, which started in the early 1990s, was propelled by influence generated by proponents of the New Public Management (NPM) school of thought. The major objective of reforms was to enhance performance and productivity in public sector organizations including higher education institutions. This practice was grounded on certain theories and models, mainly public-choice theory and goal-setting theory under the New Public Management (NPM) model. The Government of Mozambique has adopted a performance-based approach to implementing public sector reforms. This study, which employs a qualitative literature survey with secondary data as its primary research source, discusses and analyzes literature on the design and implementation of a Performance Management System (PMS) in the public sector including public universities of Mozambique. The study also discusses the origins and evolution of the theories which are linked to PMS and their applicability to the public universities of Mozambique as they started embracing PMS as a tool for improving performance of individuals and the organization as a whole.

scholarly journals Intellectual Capital and Sustainable Economic Performance in the Public Sector: The Context of the New Public Management in Malaysia

2021 ◽  
Vol 13 (14) ◽  
pp. 7885
Author(s):  
Kardina Kamaruddin ◽  
Indra Abeysekera
Keyword(s):  
Public Sector ◽  
Intellectual Capital ◽  
Economic Performance ◽  
Public Management ◽  
Structural Equation ◽  
New Public Management ◽  
The Public ◽  
New Public ◽  
Operational Variables ◽  
Construct Dimensions

The New Public Management allows us to reflect upon whether intellectual capital helps public sector organisations meet their performance benchmarks. Sustainable economic performance gains importance from the public sector’s service ideal. Although there have been empirical endeavours using intellectual capital as operational variables, this study examines the theoretically informed relationship between the intellectual capital construct and its construct dimensions and the sustainable economic performance construct and its construct dimensions. The decision-making inputs of senior officials in the Malaysian public sector are vital for evaluating the relationship, as these officials are the individual strategists of the collective organisational strategy. The study conducted a survey that received 1092 usable responses and analysed them using the structural equation modelling research method. The findings showed a robust theoretical relationship between intellectual capital and sustainable economic performance. Furthermore, the study identified intellectual capital items that play a vital role in supporting public sector sustainable economic performance in Malaysia under New Public Management. The findings provide useful knowledge for public sector officials and policymakers, and for further research.

scholarly journals Accounting and the post-new public management

2018 ◽  
Vol 32 (1) ◽  
pp. 255-279 ◽  
Author(s):  
Ileana Steccolini
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Management ◽  
New Public Management ◽  
Content Type ◽  
The Public ◽  
Accounting Research ◽  
Societal Relevance ◽  
New Public ◽  
Public Sector Accounting

Purpose The purpose of this paper is to reflect various pathways for public sector accounting and accountability research in a post-new public management (NPM) context. Design/methodology/approach The paper first discusses the relationship between NPM and public sector accounting research. It then explores the possible stimuli that inter-disciplinary accounting scholars may derive from recent public administration studies, public policy and societal trends, highlighting possible ways to extend public sector accounting research and strengthen dialogue with other disciplines. Findings NPM may have represented a golden age, but also a “golden cage,” for the development of public sector accounting research. The paper reflects possible ways out of this golden cage, discussing future avenues for public sector accounting research. In doing so, it highlights the opportunities offered by re-considering the “public” side of accounting research and shifting the attention from the public sector, seen as a context for public sector accounting research, to publicness, as a concept central to such research. Originality/value The paper calls for stronger engagement with contemporary developments in public administration and policy. This could be achieved by looking at how public sector accounting accounts for, but also impacts on, issues of wider societal relevance, such as co-production and hybridization of public services, austerity, crises and wicked problems, the creation and maintenance of public value and democratic participation.

scholarly journals A Framework for Results Based Management to The Public Sector in Egypt:Challenges and Opportunities

2015 ◽  
Vol 4 (4) ◽  
pp. 23
Author(s):  
Wael Omran Aly
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Public Management ◽  
Third World ◽  
New Public Management ◽  
National Development ◽  
Arab Countries ◽  
The Public ◽  
Modern Development ◽  
Effective Development

Abstract:After the Second World War, the newly emerged independent third world countries faced immense problems such as poverty, illiteracy, poor health, low agriculture and industrial productivity and social instability. The idea of development administration was born with the above-stated pragmatic concern. Since then, third world countries strived to adopt development administration principles and techniques; in order to transform their conventional traditional public administration into modern development administration that can lead the prospective development.Such conventional public administration deals with regulatory aspects of administration such as law and order, judicial administration and revenue collection, development administration is concerned with the socio-economic developmental activities. Thus, traditional public administration is structure-oriented while developmental administration is action- oriented. Many third world countries failed in realizing such desired shift by converting its conventional public administration to effective development administration; able to achieve the intended national development via the formulation and the implementation of plans, policies, programs and projects necessary for sustainable development purposes. Such bad governance had led the people to go up against such government; as it happens lately in some Arab countries like Egypt and Tunisia.Therefore, the public sector in Egypt need to be deregulated, a new results-based management is a must; to hold managers accountable. This is a fundamental change: holding managers accountable for what they do, not how they do it. The public sector reform initiatives (especially the New Public management –NPM) have resulted in changing the accountability concept; from accountability in terms of procedural compliance to accountability in terms of efficiency and results (effectiveness and cost effectiveness).  

scholarly journals New public management and the rise of public sector performance audit

2018 ◽  
Vol 32 (1) ◽  
pp. 280-306 ◽  
Author(s):  
Lee D. Parker ◽  
Kerry Jacobs ◽  
Jana Schmitz
Keyword(s):  
Public Sector ◽  
Public Management ◽  
New Public Management ◽  
Content Type ◽  
The Public ◽  
Key Stakeholders ◽  
New Public ◽  
Performance Audit ◽  
Performance Auditing ◽  
Strong Control

Purpose In the context of global new public management reform trends and the associated phenomenon of performance auditing (PA), the purpose of this paper is to explore the rise of performance audit in Australia and examines its focus across audit jurisdictions and the role key stakeholders play in driving its practice. Design/methodology/approach The study adopts a multi-jurisdictional analysis of PA in Australia to explore its scale and focus, drawing on the theoretical tools of Goffman. Documentary analysis and interview methods are employed. Findings Performance audit growth has continued but not always consistently over time and across audit jurisdictions. Despite auditor discourse concerning backstage performance audit intentions being strongly focussed on evaluating programme outcomes, published front stage reports retain a strong control focus. While this appears to reflect Auditors-General (AGs) reluctance to critique government policy, nonetheless there are signs of direct and indirectly recursive relationships emerging between AGs and parliamentarians, the media and the public. Research limitations/implications PA merits renewed researcher attention as it is now an established process but with ongoing variability in focus and stakeholder influence. Social implications As an audit technology now well-embedded in the public sector accountability setting, it offers potential insights into matters of local, state and national importance for parliament and the public, but exhibits variable underlying drivers, agendas and styles of presentation that have the capacity to enhance or detract from the public interest. Originality/value Performance audit emerges as a complex practice deployed as a mask by auditors in managing their relationship with key stakeholders.

G2C Marketing

2014 ◽  
pp. 67-84
Author(s):  
Babak Sohrabi ◽  
Amir Khanlari
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Paradigm Shift ◽  
Public Management ◽  
New Public Management ◽  
Customer Orientation ◽  
Relationship Management ◽  
The Public ◽  
New Public ◽  
The Relationship

Public administration has been challenged by “new public management” and “government redesign” paradigms. In addition, the relationship between government and citizen has been changed dramatically based on the mentioned paradigm shift. Customer orientation in the public sector is one of the changes originated from the private sector’s principles and paradigms. Nowadays, scholars emphasize applying concepts and techniques of customer orientation in e-government. In this text, firstly, customer orientation and its importance in government activities, especially e-government, is described. Then, principles, applications, and experiences of citizen relationship management as a technique of customer-oriented governments are described.

G2C Marketing

2015 ◽  
pp. 2183-2199
Author(s):  
Babak Sohrabi ◽  
Amir Khanlari
Keyword(s):  
Public Sector ◽  
Public Administration ◽  
Paradigm Shift ◽  
Public Management ◽  
New Public Management ◽  
Customer Orientation ◽  
Relationship Management ◽  
The Public ◽  
New Public ◽  
The Relationship

Public administration has been challenged by “new public management” and “government redesign” paradigms. In addition, the relationship between government and citizen has been changed dramatically based on the mentioned paradigm shift. Customer orientation in the public sector is one of the changes originated from the private sector's principles and paradigms. Nowadays, scholars emphasize applying concepts and techniques of customer orientation in e-government. In this text, firstly, customer orientation and its importance in government activities, especially e-government, is described. Then, principles, applications, and experiences of citizen relationship management as a technique of customer-oriented governments are described.

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