scholarly journals Sector bias in public programs: US nonprofit hospitals

2020 ◽  
Vol 3 (1) ◽  
Author(s):  
Kenneth J. Meier ◽  
Seung-ho An
Keyword(s):  
Nonprofit Organizations ◽  
Performance Management ◽  
Management Systems ◽  
Nonprofit Hospitals ◽  
Public Programs ◽  
Student Sample ◽  
Performance Management Systems ◽  
The Public ◽  
For Profit ◽  
Sectoral Differences

This study investigates whether the public perceives nonprofit organizations as different from private for-profit and public organizations and whether introducing new performance management systems would provide positive credits to the organization. Using two randomized survey experiments on US hospitals (one with an adult sample and the other with a student sample), we replicate the study of Hvidman & Andersen (2016) in Denmark with an extension of adding a nonprofit organization cue. The results show no sectoral differences among the hospitals and no positive feedback for adopting a new performance management system.

Funding sources and performance management systems: an empirical study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Manzurul Alam ◽  
Megan Paull ◽  
Anne Peachey ◽  
David Holloway ◽  
John Griffiths
Keyword(s):  
Nonprofit Organizations ◽  
Organizational Performance ◽  
Performance Management ◽  
Single Case ◽  
Management Systems ◽  
Structured Interviews ◽  
Content Type ◽  
Performance Management Systems ◽  
Funding Sources

Purpose The purpose of this paper is to explore how performance management systems in nonprofit organizations are influenced by their funding sources. It explains how resources motivate organizations to diversify their strategies with attended performance management systems. Design/methodology/approach It adopts a qualitative case study approach involving semi-structured interviews with key informants in a nonprofit organization to understand the evolving nature of performance management systems associated with different funding sources. Findings The findings suggest that the case study organization changed its revenue base along with its performance management systems to satisfy the reporting and accountability requirements of different funding sources. Despite external funding sources detailing different restrictions and requirements, the overall performance management system was able to manage these different expectations. Research limitations/implications This study is based on a single case study, and its findings need to be interpreted with care, as there are differences between nonprofit organizations because they differ in their environments, services and funding. Originality/value This paper contributes to extant knowledge on how organizational performance management is influenced by funding sources, providing insights at the operational and governance levels.

An SK BARS System: Ongoing Performance Management With Municipal Police

2017 ◽  
Vol 47 (1) ◽  
pp. 93-114 ◽  
Author(s):  
Michael A. Gillespie ◽  
Jennifer Z. Gillespie ◽  
Katherine A. Sliter ◽  
Mahyulee C. Colatat ◽  
Kevin P. Nolan ◽  
...  
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Rating Scales ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
The Public ◽  
Current Article ◽  
Municipal Police ◽  
Traditional Performance

We present a possible solution to two seemingly paradoxical issues: (a) widespread dissatisfaction with performance management and (b) increased demand for accountability in the public sector. The current article draws from our experience with a municipal police division to clarify and extend Smith and Kendall’s Behaviorally Anchored Rating Scales process to an ongoing performance management system. The resulting system holds promise for being less perfunctory and paternalistic than traditional performance management systems, while fostering transparency and accountability.

Performance management in the Baltic States and Russia: success against the odds?

2007 ◽  
Vol 73 (2) ◽  
pp. 205-215 ◽  
Author(s):  
Tony Verheijen ◽  
Yelena Dobrolyubova
Keyword(s):  
Performance Management ◽  
Public Management ◽  
Political Support ◽  
Management Systems ◽  
Reform Process ◽  
Baltic States ◽  
Strong Argument ◽  
Management Reform ◽  
Performance Management Systems ◽  
The Public

This article analyses the public management reform process in Latvia, Lithuania and Russia, the only three post-Communist states that have sought to introduce comprehensive performance management systems in the public sector. The central premise of the article is that the introduction of such reforms can be successful even in public management systems that are not `advanced'. This contradicts the widely held notion that performance-based public management systems are not suitable for `developing' countries. The article concludes that if sufficient political support and a dedicated reform team in the civil service are present, and performance management systems are introduced in a step-by-step manner, significant improvement in the effectiveness and efficiency of public management systems can be achieved. The case of the two Baltic States studied in the article, which moved from being laggards in the EU accession process to among its best performing members, provides a strong argument that a more radical approach to public management reform can pay off, even in public management systems in development.

Performance management systems for senior civil servants: how strong is the managerial public service bargain?

2013 ◽  
Vol 79 (1) ◽  
pp. 9-27 ◽  
Author(s):  
Annie Hondeghem ◽  
Karolien Van Dorpe
Keyword(s):  
Performance Management ◽  
Public Service ◽  
Control Process ◽  
Civil Servants ◽  
Strong Result ◽  
Management Systems ◽  
Performance Management Systems ◽  
The Public ◽  
The Uk ◽  
Management Cycle

During the past couple of decades we have witnessed important reforms in the public sector in OECD countries. Various forms of performance management systems have been introduced. This had an impact on the role and position of senior civil servants. The traditional public service bargain (PSB) came under pressure and was replaced by – at least partially – a managerial PSB. This article looks at the performance management systems that have been introduced for senior civil servants in five countries (Canada, the UK, the Netherlands, Denmark, and Belgium) and their impact on the managerial PSB. When there is strong result-based control in the different phases of the performance management cycle, we assume a strong managerial PSB. The finding is that the Anglo-Saxon countries have stronger result-based control systems than the European continental countries. Therefore we conclude that in the former countries the managerial PSBs are stronger than in the latter countries. Points for practitioners Performance management systems for senior civil servants show a different degree of result-based control. Following the four steps in a control process (plan, do, check, act) we can divide the performance management cycle into four phases: planning, monitoring, evaluation, and acting. When there is strong result-based control in each stage, we can speak of a strong managerial public service bargain (PSB). When there is moderate or weak result-based control, there is a moderate or weak managerial PSB, respectively. Each country can make its own choices regarding the performance management system for senior civil servants, but one must be aware that this has an impact on political-administrative relations.

Performance management in public universities: overcoming bureaucracy

2018 ◽  
Vol 67 (4) ◽  
pp. 736-753 ◽  
Author(s):  
Nunzio Angiola ◽  
Piervito Bianchi ◽  
Letizia Damato
Keyword(s):  
Performance Management ◽  
Public Universities ◽  
Organizational Factors ◽  
Public University ◽  
Management Systems ◽  
Management Tools ◽  
Performance Levels ◽  
Content Type ◽  
Performance Management Systems ◽  
Adoption And Implementation

Purpose Considering a micro performance perspective, the purpose of this paper is to analyze whether and to what extent the adoption of better performance management systems could improve the performance levels of a public university. Design/methodology/approach With reference to a period of four years (2011-2014), the quality of performance management systems of 29 Italian universities (response rate: 48 percent) was examined and the possible effects on performance levels of these institutions were analyzed by means of statistical methodologies (multiple regression analysis). Outcome indicators were considered. Findings The findings indicate the need to go further “measurement,” and to take care of performance “management,” especially in complex organizations as universities, where academicians identify themselves more with their professions than with the organization and where technicians and administrative employees might look at the performance-based reform with “bureaucratic eyes.” A fruitful cooperation between the professional soul and the bureaucratic one is paramount. Originality/value Studies which analyze organizational factors that could affect the adoption and implementation of performance management systems are rare, and use in prevalence qualitative methods or refer to machine bureaucracies, not many to professional ones as public universities. Moreover, the performance management literature in a public university context deepens the topic of the selection of KPIs and the focus is mainly on macro performance or on management tools for gathering and analyzing performance measures.

Sign in / Sign up

Export Citation Format

Share Document