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2021 ◽  
Author(s):  
◽  
Rodney Dormer

<p>In the context of the worst economic shock that the world has experienced for eighty years, the New Zealand Government has announced a campaign to establish "a more focused, efficient and productive public service" (Whitehead, 2009). As the emphasis of managing the performance of the public service swings away from effectiveness and outcomes back towards efficiency and outputs, the practical and underlying tensions of managing within individual agencies remain. This research explored these tensions in relation to the performance measurement and management practices in three of New Zealand's public service agencies, namely Work and Income, Public Prisons and the Community Probation Service. For each of these agencies, the official performance management models as defined in relevant legislation and the agencies' external accountability documents (primarily their statements of intent and annual reports) are described. Note is also made of the 'formal' frameworks encoded within each agency's computer applications. These frameworks are then compared to an analysis of interviewees' descriptions of the performance measurement and management practices in use within those agencies. A framework by which the official, formal and in use performance management models within public service agencies may be better understood and aligned is then explained. This model utilises a competing values framework composed of two axes. The first of these, the rationality of control is explained in terms of the nature of the major functions involved, the ease with which they may be measured and managed, in what forms information is represented and the nature of the rationality employed. It is argued that these factors support models that exist along a continuum that extends from the use of regulative control to control based on shared understandings. The second axis reflects the locus of control and is explained in terms of the political saliency and perceived complexity of the agency's core functions, the extent to which sensegiving activities are internally and/or externally driven (Maitlis, 2005), and the extent to which management invest in the agency's public capital. These factors are used to explain a continuum on which agencies experience more or less operational autonomy and management discretion. The combination of these factors produces four possible models that may be described as: an administrative control model with a principal focus on managing inputs;  a rational goal model employing the language of (quasi) markets and a principal focus on outputs; a multiple constituency model that acknowledges the shared responsibility for outcomes and a need to establish 'joined up' mechanisms with other agencies within government and the community; and a professional service model that seeks to manage specific targets and focuses on the processes or activities that managers manage. This model is then applied to each of the case study agencies to reveal the, at times competing, forces that shape performance management practices.</p>

2021 ◽  
Author(s):  
◽  
Rodney Dormer

<p>In the context of the worst economic shock that the world has experienced for eighty years, the New Zealand Government has announced a campaign to establish "a more focused, efficient and productive public service" (Whitehead, 2009). As the emphasis of managing the performance of the public service swings away from effectiveness and outcomes back towards efficiency and outputs, the practical and underlying tensions of managing within individual agencies remain. This research explored these tensions in relation to the performance measurement and management practices in three of New Zealand's public service agencies, namely Work and Income, Public Prisons and the Community Probation Service. For each of these agencies, the official performance management models as defined in relevant legislation and the agencies' external accountability documents (primarily their statements of intent and annual reports) are described. Note is also made of the 'formal' frameworks encoded within each agency's computer applications. These frameworks are then compared to an analysis of interviewees' descriptions of the performance measurement and management practices in use within those agencies. A framework by which the official, formal and in use performance management models within public service agencies may be better understood and aligned is then explained. This model utilises a competing values framework composed of two axes. The first of these, the rationality of control is explained in terms of the nature of the major functions involved, the ease with which they may be measured and managed, in what forms information is represented and the nature of the rationality employed. It is argued that these factors support models that exist along a continuum that extends from the use of regulative control to control based on shared understandings. The second axis reflects the locus of control and is explained in terms of the political saliency and perceived complexity of the agency's core functions, the extent to which sensegiving activities are internally and/or externally driven (Maitlis, 2005), and the extent to which management invest in the agency's public capital. These factors are used to explain a continuum on which agencies experience more or less operational autonomy and management discretion. The combination of these factors produces four possible models that may be described as: an administrative control model with a principal focus on managing inputs;  a rational goal model employing the language of (quasi) markets and a principal focus on outputs; a multiple constituency model that acknowledges the shared responsibility for outcomes and a need to establish 'joined up' mechanisms with other agencies within government and the community; and a professional service model that seeks to manage specific targets and focuses on the processes or activities that managers manage. This model is then applied to each of the case study agencies to reveal the, at times competing, forces that shape performance management practices.</p>


2020 ◽  
Vol 8 (1) ◽  
Author(s):  
Agus Setyo ◽  
Mursidi Mursidi

Abstract: The purpose of this study is to illustrate the implementation of a teaching service program based on regional public services in 5 vocational high schools in Surabaya. The research methodology used is descriptive qualitative data collection techniques of observation, interviews, and documentation as well as data analysis models of Miles, Huberman, and Saldana; data coding, data presentation, and conclusion drawing. The results of the study explained that the 5 vocational high schools in Surabaya had a teaching factory program that collaborated with the industrial world and produced goods and services that met industry standards. This school has marketed goods and services according to industry standards from the results of student practice so that this school can carry out regional business service agencies from the province of East Java. Proceeds from sales of products and services that have been marketed to the community will be able to increase school income so that the proceeds from the sale can be used to improve the quality and welfare of the school. Local public service agencies based on teaching factories with products produced by students can create school financial independence, without having to always expect help from the government.Keyword: Regional Public Service Board, Teaching Factory, School Financial IndependenceAbstrak : Tujuan penelitian ini untuk menggambarkan pelaksanaan program badan layanan umum daerah berbasis teaching factory di sekolah menengah kejuruan negeri 5 kota Surabaya. Metodelogi penelitian yang digunakan adalah deskriptif kualitatif dengan teknik pengumpulan data pengamatan, wawancara, dan dokumentasi serta analisis data model Miles, Huberman dan Saldana; kodensasi data, penyajian data dan penarikan kesimpulan. Hasil penelitian menjelaskan bahwa sekolah menengah kejuruan negeri 5 kota Surabaya memiliki program teaching factory yang kerjasama dengan dunia industry serta menghasilkan barang dan jasa yang sesuai standar industry. Sekolah ini sudah memasarkan barang dan jasa sesuai standar industry dari hasil praktik siswa sehingga sekolah ini dapat melaksanakan badan layanan usaha daerah dari propinsi Jawa Timur. Hasil penjualan produk dan jasa yang telah dipasarkan ke masyarakat akan dapat menambah pendapatan sekolah, sehingga dari hasil penjualan dapat digunakan untuk meningkatkan mutu dan kesejahteraan sekolah. Badan layanan umum daerah berbasis teaching factory dengan produk yang dihasilkan oleh siswa dapat membuat kemandirian finansial sekolah, tanpa harus selalu mengharapkan bantuan dari pemerintah.Kata Kunci: Badan Layanan Umum Daerah, Teaching Factory, Kemandirian Finansial Sekolah


2017 ◽  
Vol 51 (3) ◽  
pp. 579-590
Author(s):  
Milena Celere ◽  
Glauco Henrique de Sousa Mendes ◽  
Gilberto Miller Devós Ganga ◽  
Roberto Antonio Martins

Assessment and measurement of performance in academic libraries are well established. However, in developing countries such as Brazil, this has not been fully explored. This study aims to contribute to the knowledge by investigating practices of measuring library performance in Brazilian public academic libraries and analyzing their relationship with managerial processes. It employs a survey method with a descriptive-explanatory objective and follows a quantitative research approach. Data was gathered from 149 libraries. Results indicate that performance measurement system at academic libraries in Brazil lack systematic methods. However, libraries with implemented performance management systems have better management practices, reflecting in their library management maturity.


1988 ◽  
Vol 17 (3-4) ◽  
pp. 19-35
Author(s):  
James G. Hougland ◽  
Howard B. Turner ◽  
Jon Hendricks

Because involvement in specific organizations typically is part of a general pattern of social participation, understanding the effects of activity in a particular realm is difficult. A 1985 program designed to make the skills of retired professionals available to public service agencies provided an opportunity to follow volunteers during various stages of their participation. It also permitted an assessment of the impact of their volunteer work in this program on changes in their morale, self-esteem, and alienation as well as the extent of their participation in other voluntary activities. It was predicted that the effects of voluntary action would vary according to the participants' reasons for volunteering, their perceptions of their success in serving the agencies, and the number of opportunities they had for demonstrating their competencies. Analysis suggested that participants responded positively but not dramatically to opportunities for meaningful social participation.


2020 ◽  
Vol 10 (2) ◽  
pp. 125-168
Author(s):  
Hella Abidi ◽  
Sander de Leeuw ◽  
Wout Dullaert

PurposeWe examine how design and implementation practices for supply chain performance management that have proven successful in commercial organisations apply to humanitarian organisations (HOs) to guide the process of designing and implementing performance management in humanitarian organisations.Design/methodology/approachWe identify from the literature ten successful practices regarding the design and implementation of supply chain performance management in commercial businesses. We apply these, using action research over a four-year period, at Médecins sans Frontières (MSF) Belgium and draw conclusions from this.FindingsWe find that tools and techniques, such as workshops and technical sheets, are essential in designing and implementing supply chain performance measurement projects at HOs. Furthermore, making a link to an IT project is crucial when implementing performance measurement systems at HOs. Overall, our case study shows that performance management practices used in business can be applied and are relevant for humanitarian supply chains.Originality/valuePrevious research has argued that there are few empirical studies in the domain of performance management at humanitarian organisations. To the best of our knowledge, this paper is the first to provide a longitudinal understanding of the design and implementation of supply chain performance measurement at HOs.


1989 ◽  
Vol 60 (8) ◽  
pp. 12-17 ◽  
Author(s):  
Glenn R. Jones ◽  
Diane L. Spitler ◽  
Pamela D. Swan ◽  
Jerald D. Hawkins

2007 ◽  
Vol 06 (01) ◽  
pp. 69-77 ◽  
Author(s):  
Kimberly Stauss

Non-profit, human service organisations are continuing to struggle for limited money and are being held accountable more than ever before to prove an increase in quality and efficacy of services. Agency administrators have to think creatively in order to help their agencies stand out. Efforts include tapping not only into the knowledge of their employees but also knowledge of their consumers. Utilising qualitative methods, with a highly successful non-profit agency, this document investigates the information sharing activities and the knowledge gained from consumers when knowledge transfer backflow was allowed. Shared are findings on how public service agencies, often dealing with those individuals in need, can use knowledge management processes to inform and improve future service delivery. The thick descriptions provided in this document give context to the multi-layered knowledge dimensions involved. Highlighted is the importance of the embedded knowledge their participants come in with and the need for agencies to consider the intricacies of this knowledge. Noticeably, this study also delineates how the historical and current oppression experienced contributes to this complexity. The data reported in this study is the first step in understanding the individual and organisation factors contributing to the collaboration efforts of non-profit agencies.


2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eirik Bådsvik Hamre Korsen ◽  
Marte Daae-Qvale Holmemo ◽  
Jonas A. Ingvaldsen

Purpose This paper aims to explore how manufacturing organisations’ performance measurement and management (PMM) systems are evolving when digital technologies (DTs) are deployed. It focusses on the operational level, asking whether DTs are used to promote command-and-control or empowerment-oriented performance management. Design/methodology/approach The findings are based on a single case study from a department of a Norwegian electrochemical plant. The department recently implemented a performance measurement system (PMS) supported by DTs to capture, analyse and visualise close-to-real-time performance data on individuals and teams. The authors analysed both the management practices associated with the new PMS and how those related to other PMM-subsystems in the organisation. Findings When seen in isolation, the new PMS was used to promote empowerment and operators reported a significant increase in perceived psychological empowerment. However, other parts of the organisation’s PMM system remained control-oriented, so that the overall balance between control and empowerment remained stable. Practical implications New PMSs might be added to support local needs and create arenas for empowerment without disturbing the overall balance in the PMM system. Originality/value Building on the insights from the case study, the authors propose that DTs may be deployed to promote both command-and-control and empowerment within different PMM subsystems in the same organisation. Hence, the deployment of DTs is likely to have contradictory effects, which are best understood through a “system of systems” perspective on PMMs.


1988 ◽  
Vol 17 (3-4) ◽  
pp. 19-35 ◽  
Author(s):  
James G. Hougland ◽  
Howard B. Turner ◽  
Jon Hendricks

Because involvement in specific organizations typically is part of a general pattern of social participation, understanding the effects of activity in a particular realm is difficult. A 1985 program designed to make the skills of retired professionals available to public service agencies provided an opportunity to follow volunteers during various stages of their participation. It also permitted an assessment of the impact of their volunteer work in this program on changes in their morale, self-esteem, and alienation as well as the extent of their participation in other voluntary activities. It was predicted that the effects of voluntary action would vary according to the participants’ reasons for volunteering, their perceptions of their success in serving the agencies, and the number of opportunities they had for demonstrating their competencies. Analysis suggested that participants responded positively but not dramatically to opportunities for meaningful social participation.


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