scholarly journals Construction of knowledge about the theme performance evaluation of communication in public organs: an analysis of international literature

2017 ◽  
Vol 16 (3) ◽  
pp. 111-129
Author(s):  
Leonardo Ensslin ◽  
Luiz Antonio Giardino Graziano ◽  
Ademar Dutra ◽  
Vinicius Dezem
Keyword(s):  
Performance Management ◽  
Evolutionary Stage ◽  
Public Performance ◽  
Performance Management Systems ◽  
Measurement Systems ◽  
Construction Of Knowledge ◽  
Evaluation Of Performance ◽  
Strategic Orientations ◽  
Public Administration Review ◽  
Performance Measurement Systems

The goal of this study is to analyze the characteristics of the international scientific researches that approach the fragment of the literature on the subject of Evaluation of Performance Communication in public agencies. The methodology is exploratory, descriptive and quali-quantitative approach and uses as instrument the Knowledge Development Process–Constructivist (ProKnow-C) to define the Bibliographic Portfolio and Bibliometric Analysis. The results highlight: (i) The selection of a Bibliographic Portfolio composed of 29 articles; (ii) The most prominent journals are “Public Performance Management Review” and “Public Administration Review”; (iii) Among the papers, 63% use performance measurement systems and 37% performance management systems; and, (iv) The majority (55%) is in an evolutionary stage of "transition from operations to the strategic orientations". The adoption of realistic evaluation models is noticeable, obtained in a generic form, without taking into consideration the particularities of the contexts and the actors involved in the decision process.

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.

scholarly journals Determinants Of Integrated Performance Measurement Systems Usage: An Empirical Study

2010 ◽  
Vol 26 (5) ◽  
Author(s):  
Mojca Marc ◽  
Darja Peljhan ◽  
Nina Ponikvar ◽  
Aleksandra Sobota ◽  
Metka Tekavcic
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Contextual Factors ◽  
Company Size ◽  
Market Position ◽  
Management Tools ◽  
Financial Measures ◽  
Measurement Systems ◽  
Performance Measurement Systems ◽  
Integrated Performance

<p class="MsoNormal" style="text-align: justify; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="color: black; font-size: 10pt; mso-bidi-font-weight: bold; mso-ansi-language: EN-GB; mso-themecolor: text1;" lang="EN-GB"><span style="font-family: Times New Roman;">Performance management literature has been advocating the balanced use of non-financial measures alongside traditional financial measures, possibly within integrated performance measurement systems, since the early 1990&rsquo;s. The purpose of this paper is to explore how contextual factors (such as company size, industry, and market position), business objectives and knowledge about contemporary management tools influence the decision to implement Balanced Scorecard or similar integrated performance management systems. We tested our research propositions regarding the influence of these factors by using survey data and a logistic regression model. The study is based on a survey conducted in 2008 on a sample of 323 Slovenian companies. The sample consists of large, medium, and small firms from different industrial sectors, including manufacturing and service. Overall, our results confirm contextual factors, such as company size and industry, and knowledge about management tools as most important determinants of integrated performance measurement systems usage. Although market position and business objectives also receive some support for their influence, the results are generally weaker and more ambiguous.</span></span></p>

Risk-Centric Performance Measurement

2017 ◽  
pp. 1330-1348
Author(s):  
Richard Carl Plumery
Keyword(s):  
Performance Measurement ◽  
Performance Management ◽  
Time Lag ◽  
Project Delivery ◽  
Management Approach ◽  
Performance Management Systems ◽  
Delivery Performance ◽  
Project Outcome ◽  
Performance Measurement Systems ◽  
Managing Risk

This chapter will discuss methods for managing risk through the use of a risk-centric performance management approach. The author will describe the research and analytics that led to a better understanding of how and why realized risks persist in preventing project success despite our evolved knowledge, systems and tools. This chapter will address the fact that bureaucratic and sluggish systems using trailing indicators often elongate the discovery of and may conflate the underlying project issues to be addressed. The author will demonstrate it is imperative to minimize any time lag in identifying trends and acutely focus on risk drivers to increase the chance for a successful project outcome. The point will be made that our forensic-based project performance measurement systems are no longer effective in today's environment of increasingly complex fast-track projects. Tackling the challenge of gaining better value from capital project delivery performance management systems is the primary goal of this work.

Assessing and managing the impact of COVID-19: a study of six European cities participating in a circular economy project

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Cristiana Parisi ◽  
Justyna Bekier
Keyword(s):  
Performance Management ◽  
Case Study Research ◽  
Comparative Case Study ◽  
Research Approach ◽  
Content Type ◽  
Measurement Systems ◽  
European Project ◽  
Performance Measurement Systems ◽  
The Impact

PurposeThis paper aims to explore the role of performance measurement systems as technologies of government for the assessment and management of the effects of COVID-19 in the context of six cities involved in a large European project.Design/methodology/approachBased on the field study of a large European project, this paper relies on a comparative case study research approach (Yin, 2003). This research design allows insights into the role of central and local key performance indicators (KPIs) in managing the ongoing pandemic.FindingsThis paper explores the role of accounting in the assessment of the COVID-19 pandemic. Its findings illustrate how the “adjudicating” and “territorialising” roles (Miller and Power, 2013) of local and central accounting technologies rendered the COVID-19 pandemic calculable.Originality/valueThis paper connects central and local performance management systems in the context of the COVID-19 pandemic. It relies on a governmentality approach to discuss how different programmes and the relative KPIs were impacted by the ongoing global crisis.

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