scholarly journals Workable Performance Management System for Government of Pakistan

2020 ◽  
Vol 16 (1) ◽  
pp. 141-150
Author(s):  
Kaifee Siddiqui ◽  
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Management System ◽  
Poor Performance ◽  
Management Program ◽  
Modern World ◽  
The Political ◽  
Performance Management System ◽  
Islamic Republic ◽  
The Government

There is a lot of debate in Pakistan on and about the poor performance of the government and the bureaucracy. The performance of the government is marred by the corrupt practices, inefficiencies and waste. The political leadership and bureaucracy both are publically called corrupt and stories appear on news, media channels every now and then of the corruption scandals, misuse of authority and wasteful working. We rank the lowest amongst the nations in terms of basic government services like education and healthcare. This paper aims to highlight the reasons of this poor performance and recommends a workable performance management program which can help the government in improving the performance of its various functions. It also gives an over view of the current practices of performance management system in the public sector of Pakistan and discusses briefly the history of performance management in the modern world. Most importantly we discuss the challenges we face while implementing a performance management system in government sector, what are the differences between a private sector performance management program and the problems we face when we implement it in public sector in a developing world specially in a country like Pakistan. The challenges become even more profound when we face a democracy where the political interference has destroyed the core of the bureaucratic structure. But all is not lost since many reforms over the past few decades put in place by successive governments have at-least paved the way for a more progressive performance management program which can help Pakistan deliver on its promise of becoming a great Islamic republic. The Islamic republic of Pakistan.

Research on a Strategy-Oriented Energy Saving and Emission Reduction Performance Management System of the Party and Government Leaders of Counties and Municipalities

2012 ◽  
Vol 531-532 ◽  
pp. 732-735
Author(s):  
Jing Kun Zhou ◽  
Zhong Xian Duan ◽  
Bing Cai Yu
Keyword(s):  
Performance Evaluation ◽  
Energy Saving ◽  
Performance Management ◽  
Emission Reduction ◽  
Management System ◽  
Performance Management System ◽  
Evaluation Indicator ◽  
The Government ◽  
Oriented Energy ◽  
Establishment Process

This article describes a strategy-oriented energy saving and emission reduction performance management system model of the Party and government leaders of counties and municipalities (hereinafter referred to as "the Leaders") consisting of a strategic formulation sub-system of the government of counties and municipalities, a strategy-oriented energy saving and emission reduction performance evaluation entity design sub-system of the Leaders, a strategy-oriented energy saving and emission reduction performance evaluation indicator selection sub-system of the Leaders, a strategy-oriented dynamic circle sub-system of important parts of energy saving and emission reduction performance management of the Leaders, and a strategy-oriented energy saving and emission reduction performance management guarantee sub-system, and give a brief description of main contents and establishment process of every sub-system

Improving the government performance management system in South Korea

2018 ◽  
Vol 7 (3) ◽  
pp. 266-278 ◽  
Author(s):  
Jongho Roh
Keyword(s):  
South Korea ◽  
Performance Management ◽  
Management System ◽  
Government Performance ◽  
Performance Management System ◽  
Content Type ◽  
South Korean ◽  
Efficient Performance ◽  
Leadership Diversity ◽  
The Government

Purpose The purpose of this paper is to review the current performance management system of the South Korean Government and make recommendations for improvements to its institutional, operational, and value dimensions. Design/methodology/approach Based on a literature review, the government performance management system in South Korea is analyzed according to its institutional, operational, and value dimensions. Findings The Korean Government’s performance management system has developed distinct features such as strong political leadership, diversity in types of performance evaluation, the institutional involvement of civilian experts, and a mutually cooperative system among agencies tasked with efficient performance management. This paper concludes that the government performance management system requires further improvement in its institutional, operational, and value dimensions. Originality/value The paper provides scholars and policy makers concerned with government performance management, with diverse perspectives and suggested areas for improvement.

scholarly journals Performance Management System of Jordanian Public Sector Organizations: Greater Amman Municipality’s (GAM) Experience

2020 ◽  
Vol 10 (2) ◽  
pp. 308
Author(s):  
Mo’men Hani Mahmoud ◽  
Rosly Othman ◽  
Mohammed Al Taher Mahmoud
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Performance Appraisal ◽  
Management System ◽  
Planning Process ◽  
Descriptive Analysis ◽  
Secondary Data ◽  
Performance Management System ◽  
Critical Systems ◽  
Reward And Punishment

The Performance Management System (PMS) is one of the most critical systems within the context of public organizations. Without proper implementation of the PMS, these organizations will encounter challenges to deliver their services. Ideally, the PMS framework might cover several fields, including strategic planning and goals setting, strategies and plans, performance appraisal, the reward and punishment system, and performance information. Due to limitations in the existing literature about the PMS in the developing countries, this paper aims to reflect on the implementation of the PMS in the Greater Amman Municipality (GAM) in Jordan because it is one of the biggest employers of the Jordanian public sector in the Middle East region, which is an integral part of the developing contexts. To this end, a descriptive analysis of the secondary data has been conducted, including the related literature, published documents, and archival data. According to Otley’s (1999) framework and the analysis of the experiences of the PMS of public entities in the developing world, the GAM system has failed to implement the performance indicators formulation. Also, its indicators are excessively reliant on archival measures. The GAM system is missing out on two major processes, which are appraising performance and the reward and punishment system. The findings revealed that the GAM system has failed to consider the results of the community satisfaction survey as a valuable source of performance for the performance inputs and planning process. Accordingly, a comprehensive framework of PMS has been synthesized and introduced in this paper.

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