Performance Measurement and E-Reporting

2012 ◽  
pp. 544-560
Author(s):  
Kathryn Kloby
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Government Performance ◽  
Limited Information ◽  
Agency Staff ◽  
Data Manipulation ◽  
The Public ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
High Level

Public sector performance measurement systems are often designed by high-level administrators and agency staff. In many instances performance reports are treated as internal documents or provide limited information of how government actions impact the lives of citizens or fall short of expectations. Performance measurement and reporting approaches, however, are gradually changing to include citizens in the process and to communicate results in a more robust way to the public. This chapter explores the topic of e-reporting and the potential it offers to engage the public in the assessment of government performance. Three exemplary programs are examined: Virginia Performs, Maryland’s BayStat, and King County AIMs High. Each offers useful techniques for describing program objectives, showing government progress, making data available, and exploring interactive mechanisms that support data manipulation or customization. The chapter concludes with a discussion of future areas of research.

Assessing performance-use preferences through an institutional logics lens

2019 ◽  
Vol 32 (1) ◽  
pp. 2-20
Author(s):  
Benard Ngoye ◽  
Vicenta Sierra ◽  
Tamyko Ysa
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Institutional Logics ◽  
Content Type ◽  
The Public ◽  
Measurement Systems ◽  
Cognitive Frames ◽  
Public Market ◽  
Theoretical Predictions ◽  
Performance Measurement Systems

PurposeThe purpose of this paper is to examine the influence of shared cognitive frames, in particular, that of institutional logics, on the deployment and use of performance measurement systems (PMSs) in the public sector.Design/methodology/approachUsing novel priming techniques derived from behavioral and social psychology, three institutional logics – the public, market-managerial and professional logics – are differentially surfaced in three independent experimental groups. The influence of these primed institutional logics on performance measurement use preferences are then empirically assessed using appropriate analysis of variance techniques.FindingsContrary to theoretical predictions, the paper reveals logic congruence regarding some uses of PMSs in the public sector, and divergence regarding others. Individuals applying a public logic were more likely to propose performance measurement use for strategic planning or strategic alignment; while those applying a professional logic were more likely to propose performance measurement use for learning, compared to otherwise primed individuals.Research limitations/implicationsConsidering the sample size and the novelty of the priming tools, it is feasible that other potentially significant effects may have been missed.Originality/valueThe paper addresses a gap in literature regarding the influence of shared cognitive frames on performance measurement use in public sector organizations. The paper further presents priming techniques embedded within an experimental design as an appropriate method for the micro-level study of attitudes, preferences and judgments in the public sector.

An ethical perspective on performance measurement in the public sector

2016 ◽  
Vol 28 (4) ◽  
pp. 364-372 ◽  
Author(s):  
Anil K. Narayan
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Best Practice ◽  
Unintended Consequences ◽  
Dark Side ◽  
Ethical Perspective ◽  
Content Type ◽  
The Public ◽  
Measurement Systems ◽  
Performance Measurement Systems

Purpose The purpose of this paper is to provide an ethical perspective that goes beyond best practice in performance measurement systems in the public sector to help minimise unintended and unethical effects. Design/methodology/approach The paper draws on the ethical concepts of bounded ethicality, ethical blind spots and ethical fading to help illuminate the dark side of performance measurement in public sector organisations. Findings An understanding of the psychological tendencies that create unethical behaviours will assist compliance with ethics and morality and is a way forward towards minimising the unintended consequences of performance measurement in the public sector. Practical implications The findings will assist public sector managers by providing a greater understanding of why so many unethical acts occur and how to overcome ethical failures in the design and use of performance measurement systems. Originality/value The study adds value by contributing to performance measurement literature on the need to recognise the limitations of the human mind and innate psychological processes that make people systematically and unknowingly engage in unethical behaviour. The ethical concepts proposed in this paper go beyond the best practice notions of performance measurement and extend the toolkit of performance measurement techniques in the public sector.

scholarly journals PERFORMANCE MEASUREMENT SYSTEMS IN THE CONTEXT OF NEW PUBLIC MANAGEMENT: EVIDENCE FROM AUSTRALIAN PUBLIC SECTOR AND POLICY IMPLICATIONS FOR DEVELOPING COUNTRIES

2017 ◽  
Vol 12 (1) ◽  
pp. 7-19
Author(s):  
Anup Chowdhury ◽  
Nikhil Chandra Shil
Keyword(s):  
Developing Countries ◽  
Public Sector ◽  
Performance Measurement ◽  
Public Management ◽  
New Public Management ◽  
Policy Implications ◽  
Measurement Systems ◽  
New Public ◽  
Performance Measurement Systems

This research explored in depth the evolution of performance measurement systems in the context of new public management initiatives in Australian public sector. A governmental department in the Australian Capital Territory was selected for the purpose of the exploration. The qualitative research approach was adopted and data was collected following case study tradition. The main data sources were archival official documents and interviews. In addition, the researchers used direct observation to supplement and corroborate the archival documents and interview data. The empirical evidence presented in this research supports the fact that the selected Australian government department has implemented performance measurement systems in the line of new public management to illustrate the department’s commitment to efficiency and accountability. The research undertaken was in-depth, using a case study and though generalization is not possible from this single case study, the findings may be expected to add knowledge to existing literature and provide some important lessons for other public sector entities of the developing countries who are interested in adopting performance measurement systems as their control devices. Keywords: public sector, performance measurement systems, new public management, developing countries, Australia.

Performance measurement systems in the Finnish public sector

2007 ◽  
Vol 20 (5) ◽  
pp. 415-433 ◽  
Author(s):  
Hannu Rantanen ◽  
Harri I. Kulmala ◽  
Antti Lönnqvist ◽  
Paula Kujansivu
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Measurement Systems ◽  
Performance Measurement Systems

Measuring the Performance of State Transportation Agencies: Three Perspectives

2000 ◽  
Vol 1729 (1) ◽  
pp. 26-34 ◽  
Author(s):  
Malcolm E. Baird ◽  
Robert E. Stammer
Keyword(s):  
Performance Measurement ◽  
Public Administration ◽  
Performance Measures ◽  
Transportation Planning ◽  
Business Management ◽  
The Public ◽  
Measurement Systems ◽  
Stakeholder Perspectives ◽  
Performance Measurement Systems ◽  
Transportation Agencies

State transportation agencies (STAs) are under increasing pressure to implement organizational and program performance measures, and they naturally look to the theories and practices of transportation planning and engineering for guidance. However, to meet the new expectations for performance measurement, STAs also should consider the perspectives of two other disciplines: business management and public administration. The reasons for the current interest in performance measurement are reviewed, and then the perspectives of each of the three disciplines are identified and compared. Five aspects of performance measurement are considered: reasons for measuring performance, incorporating stakeholder perspectives, dimensions for measurement, comparisons as a basis for measurement, and guidelines for performance measures and measurement systems. Side-by-side comparisons are offered to promote a better understanding of each discipline’s perspective, interrelationships, and basic differences. For instance, each discipline focuses on a different reason for measuring performance. The transportation planning and engineering paradigm is that measurement leads to better understanding and therefore to better results. The public administrator’s paradigm is that measurement makes the organization more accountable and that accountability improves performance. The business paradigm is that measuring performance improves performance. The performance measurement systems used by 10 selected STAs are examined from the perspectives of the three disciplines and the five aspects of performance measurement. Suggestions are offered for additional research.

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