Il ciclo della performance negli Enti Locali: un'analisi empirica sull'adozione del piano della performance

2012 ◽  
pp. 13-31
Author(s):  
Antonio Nisio ◽  
Rossella De Carolis ◽  
Stefania Losurdo
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Performance Measures ◽  
Good Practices ◽  
Measurement Systems ◽  
And Performance ◽  
Measurement And Evaluation ◽  
Term Performance ◽  
The Impact

Performance has aroused considerable interest both nationally and internationally. Only with the 150/2009 Legislative Decree the term performance was introduced in the practice of the Italian public administrations (PA). These institutions are used to operating in a context where the performance measures have primarily focused on inputs rather than on results and impacts; moreover, managerial processes follow a mere compliance logic. The introduction of measurement systems and performance includes elements of absolute novelty in particular with regard to the effectiveness of the measurement and to the impact of public actions on the community. The research aims to assess the extent to which municipalities have started using the system of performance measurement and evaluation and, in particular, what the distribution of "Piano della Performance 2011-2013". This is to determine the Italian municipalities susceptibility regarding the performance management, make a first reflection on good practices and problems that emerged.

Strategy, Choice of Performance Measures, and Performance

2006 ◽  
Vol 18 (1) ◽  
pp. 185-205 ◽  
Author(s):  
Wim A. Van der Stede ◽  
Chee W. Chow ◽  
Thomas W. Lin
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Manufacturing Strategy ◽  
Measurement Systems ◽  
Nonfinancial Measures ◽  
Performance Measurement Systems ◽  
And Performance ◽  
The Relationship ◽  
Positive Effect ◽  
Extensive Performance

We examine the relationship between quality-based manufacturing strategy and the use of different types of performance measures, as well as their separate and joint effects on performance. A key part of our investigation is the distinction between financial and both objective and subjective nonfinancial measures. Our results support the view that performance measurement diversity benefits performance as we find that, regardless of strategy, firms with more extensive performance measurement systems—especially those that include objective and subjective nonfinancial measures—have higher performance. But our findings also partly support the view that the strategy-measurement “fit” affects performance. We find that firms that emphasize quality in manufacturing use more of both objective and subjective nonfinancial measures. However, there is only a positive effect on performance from pairing a qualitybased manufacturing strategy with extensive use of subjective measures, but not with objective nonfinancial measures.

Gestaltungsmerkmale von Kennzahlen und ihr Einfluss auf Intrapreneurship

2020 ◽  
Author(s):  
Christoph Bayrle
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
Measurement Systems ◽  
Continuous Innovation ◽  
Business Units ◽  
Organisational Structures ◽  
Performance Measurement Systems ◽  
And Performance ◽  
Novel Products

Motivate employees to act entrepreneurially and innovatively! But how? With the customised design of performance measures and aligned goals used to manage them.To maintain your competitiveness, you need continuous innovation. Novel products, services, processes or even novel business units are necessary to set yourself apart from the competition in the long term. Intrapreneurs—entrepreneurial employees—in companies can generate these innovations. However, companies need appropriate organisational structures in order to manage intrapreneurs in a goal-oriented way and to benefit from their entrepreneurial potential. These include suitable performance measurement systems and performance measures, such as those described in this book.

Performance Objectives and Measurement

Education ◽  
2011 ◽  
Author(s):  
Courtney L. Brown ◽  
Mindy Hightower King
Keyword(s):  
Performance Measurement ◽  
Performance Measures ◽  
The United States ◽  
Direct Products ◽  
Program Administrators ◽  
Performance Targets ◽  
Measurement Framework ◽  
And Performance ◽  
Measurement And Evaluation ◽  
Measurement Strategies

Performance objectives, often referred to as performance measures, are written statements that quantitatively describe the products, services, and outcomes of programs, agencies, or interventions. Most often, performance objectives/measures serve as a tool to help understand, manage, and improve how programs or organizations operate and the extent to which they effect desired change. Performance Measurement and Evaluation: Definitions and Relationships (US General Accounting Office 2011 [GAO-11-646sp], cited under General Overviews) provides the following definition: “Performance measurement is the ongoing monitoring and reporting of program accomplishments, particularly progress toward pre-established goals . . . Performance measures may address the type or level of program activities conducted (process), the direct products and services delivered by a program (outputs), or the results of those products and services (outcomes). A “program” may be any activity, project, function, or policy that has an identifiable purpose or set of objectives.” Performance measurement is an important practice in the public and nonprofit sectors of the United States and in many countries around the world. Executive and legislative initiatives require program administrators, contractors, and grantees to identify performance measures, set performance targets, and report on their progress toward meeting performance goals. As a result, program administrators and mangers frequently seek help in designing and implementing performance measurement strategies and systems. Often this support is provided by program evaluators, who bring stakeholders together to clarify program goals and determine how best to report results. Many of the citations included in this article are intended to provide readers with the skills to develop and implement “performance-measurement frameworks,” although the terms performance objectives, performance measures, and performance indicators are used interchangeably by different authors. A review of the literature in this area demonstrates that although there is some variation in the terminology used across different fields, performance measures or performance objectives always include a number and a unit of measure. In some cases, they may also be associated with goals (sometimes referred to as objectives, too). The citations in this article are intended to direct readers to works that define performance measurement and provide instructions on how to apply these constructs to individual programs or interventions. This article concludes with a brief section on tools and techniques related to the development of performance objectives/measure; this final section provides citations on examples and instructions for creating logic models, part of the performance-measurement framework, as well as specifics on writing performance objectives and measures.

Identity, Incentives, and the Value of Information

2012 ◽  
Vol 87 (4) ◽  
pp. 1309-1334 ◽  
Author(s):  
Mirko S. Heinle ◽  
Christian Hofmann ◽  
Alexis H. Kunz
Keyword(s):  
Performance Evaluation ◽  
Performance Measurement ◽  
Performance Measures ◽  
Value Creation ◽  
Stock Prices ◽  
Value Of Information ◽  
Short Term ◽  
Accounting Earnings ◽  
And Performance ◽  
The Impact

ABSTRACT We examine the impact of identity preferences on the interrelation between incentives and performance measurement. In our model, a manager identifies with an organization and loses utility to the extent that his actions conflict with effort-standards issued by the principal. Contrary to prior arguments in the literature, we find conditions under which a manager who identifies strongly with the organization receives stronger incentives and faces more performance evaluation reports than a manager who does not identify with the organization. Our theory predicts that managers who experience events that boost their identification with the firm can decrease their effort in short-term value creation. We also find that firms are more likely to employ less precise but more congruent performance measures, such as stock prices, when contracting with managers who identify little with the organization. In contrast, they use more precise but less congruent measures, such as accounting earnings, when contracting with managers who identify strongly with the firm.

Crafting performance measurement systems to reduce corruption risks in complex organizations: the case of the World Bank

2007 ◽  
Vol 11 (4) ◽  
pp. 23-32 ◽  
Author(s):  
Scott A. Fritzen
Keyword(s):  
Information Systems ◽  
Performance Measurement ◽  
Performance Management ◽  
Analytical Framework ◽  
Public Enterprises ◽  
Content Type ◽  
Measurement Systems ◽  
The World ◽  
Performance Measurement Systems ◽  
And Performance

PurposeThe purpose of the paper is to explore an emerging challenge for large public‐sector bureaucracies: developing information and performance measurement systems that support anti‐corruption efforts.Design/methodology/approachThe paper is an analytical framework linking functions and contexts of performance measurement to anti‐corruption requirements. The framework is used to explore a case study of the World Bank's ongoing efforts to strengthen anti‐corruption information systems in Indonesia.FindingsThe paper finds that a range of organizations are increasingly turning to performance measurement systems to fulfill several functions related to organizational integrity: to hold organizations accountable for reaching publicly stated standards of fiduciary responsibility and corruption control; to identify vulnerable operational points in multi‐faceted public enterprises; and to facilitate organizational learning regarding “what works”. Yet corruption is difficult to measure, and corruption vulnerabilities often arise from informal practices, insufficient incentives for enforcement or adherence to standards, and managerial blindspots. Enhanced information systems need to be coupled with effective and multi‐directional accountability arrangements in order for performance measurement to contribute effectively to corruption control.Practical implicationsThe paper shows that improved information systems and a reassessment of managerial incentives and attitudes are both essential in order to reduce organizational vulnerability to corruption and to the public backlash that follows in the wake of corruption scandals.Originality/valueThe paper focusses on an emerging area of performance management likely to gain increasing visibility as large bureaucracies attempt to institutionalize public commitments to high anti‐corruption standards

scholarly journals Comprehensive performance measurement and management – innovativeness and performance through reflective practice

2017 ◽  
Vol 13 (3) ◽  
pp. 425-448 ◽  
Author(s):  
Juhani Ukko ◽  
Sanna Hildén ◽  
Minna Saunila ◽  
Kati Tikkamäki
Keyword(s):  
Performance Measurement ◽  
Reflective Practice ◽  
Performance Management ◽  
Theory And Practice ◽  
Organizational Practice ◽  
Content Type ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
And Performance

Purpose The purpose of the study is to investigate how organizations can exploit performance management through reflective practice to foster innovativeness and performance. Design/methodology/approach A conceptual framework has been designed to link the studied concepts and to explicitly indicate current research gaps in the area. Moreover, the authors have conducted interventionist case studies to understand the interconnections between theory and practice. Findings This study showed that there are many possibilities with which to exploit performance management through reflective practice to foster innovativeness and performance. The study has three main implications. First, reflective practice can be learned and developed. Second, reflective practice is connected to innovativeness and performance. Third, performance management through performance measurement systems can assist in targeting the reflective practice. Originality/value New forms of performance measurement and management are receiving increasingly amount of attention, because the traditional forms of managing organizations do not fulfill the needs of rapidly changing environment. Prior studies maintain that a performance measurement and management supports the periodic execution of the same routines in organizations where changes are small or non-existent. In these forms, the role of reflection as an individual, collective or organizational practice is emphasized.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

The Roles of Organizational Politics and Fairness in the Relationship between Performance Management Systems and Trust

2015 ◽  
Vol 27 (1) ◽  
pp. 25-53 ◽  
Author(s):  
Chong M. Lau ◽  
Glennda Scully
Keyword(s):  
Performance Management ◽  
Performance Measures ◽  
Organizational Politics ◽  
Measurement Systems ◽  
Fairness Perceptions ◽  
Mediating Role ◽  
Perceptions Of Fairness ◽  
Performance Measurement Systems ◽  
Financial Performance Measures ◽  
The Relationship

ABSTRACT Organizational politics is ubiquitous in organizations. Yet to date, no prior research has investigated, in a systematic empirical manner, the mediating role of organizational politics in performance measurement systems. The primary purpose of this research is to investigate if perceptions of organizational politics mediate the relationships between performance measures and employees' trust in their superiors. As organizational politics may also affect employees' perceptions of fairness, a model is used to investigate (1) if performance measures affect organizational politics; (2) if organizational politics, in turn, affects procedural and interpersonal fairness; and (3) if fairness perceptions subsequently affect trust in superiors. Based on a sample of 104 responses, the partial least squares results indicate that organizational politics and fairness perceptions significantly mediate the nonfinancial performance measures and trust relationship. In contrast, the results indicate that the mediating effects of organizational politics and fairness on the relationship between financial performance measures and trust are generally insignificant.

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