Promoting the Public Service Performance Evaluation: An Alternative View from Performance Culture Perspective

2012 ◽  
Author(s):  
Shaohui Li ◽  
Hong Ma
Keyword(s):  
Performance Evaluation ◽  
Public Service ◽  
Service Performance ◽  
Alternative View ◽  
The Public ◽  
Performance Culture

Introduction

2021 ◽  
pp. 1-22
Author(s):  
Peter Leisink ◽  
Lotte B. Andersen ◽  
Gene A. Brewer ◽  
Christian B. Jacobsen ◽  
Eva Knies ◽  
...  
Keyword(s):  
Public Service ◽  
Public Management ◽  
Multidisciplinary Approach ◽  
Service Performance ◽  
Public Employees ◽  
Institutional Perspective ◽  
Impact Performance ◽  
The Public ◽  
Management Leadership ◽  
The Individual

This chapter introduces the overall question that is central to this volume: How does management make a meaningful contribution to public service performance? A summary review of our knowledge of the concepts and relationships that feature in this overall question is provided. Describing the gaps in our knowledge, the chapter explains the approach taken by this volume in order to generate fresh insights. Thus, noting that what constitutes performance is dependent on the institutional context, the public values, and different stakeholders that emphasize some rather than other aspects of public service performance, the chapter introduces the institutional perspective. Signaling parallel lines of research with some centering management systems and others managers’ leadership, the chapter explains the multidisciplinary approach which combines the insights from public management, leadership, human resource management, and work and organization psychology to gain a better understanding of what managers do to impact performance. In addition, this multidisciplinary approach provides insight into how public employees’ attitudes and behaviors contribute to job and organization performance. The chapter concludes by presenting the conceptual model underlying the volume and explains the focus of the individual chapters and their contribution to answering the volume’s overall question.

scholarly journals IMPORTANCE PERFORMANCE ANALYSIS KUALITAS PELAYANAN BADAN PENGELOLAAN PENDAPATAN DAERAH KOTA BANDUNG

NATAPRAJA ◽  
2019 ◽  
Vol 7 (1) ◽  
pp. 91-104
Author(s):  
Ahmad Zaini Miftah ◽  
Yogi Suprayogi Sugandi ◽  
Dedi Sukarno
Keyword(s):  
Performance Analysis ◽  
Public Service ◽  
System Integration ◽  
Service Performance ◽  
Service Improvement ◽  
Information Base ◽  
The Public ◽  
Government Institutions ◽  
The Media ◽  
Government Institution

Delivering public service is an important matter where the performance of government institution is equally related to the public satisfactions. This study conducted from nine types of taxes in Bandung Municipal City. Survey has been held to assess the public satisfactions of the tax service performance in Bandung Municipal City for future tax service improvement and innovation to society. Importance-Performance Analysis is being used to measure the service attributes that provided by the authorized government institutions alongside SERVQUAL model from Parasuraman et al. (1985). The results indicate that there is no further handling from the submitted complaint by taxpayers, the limited infrastructure to pay the tax and also the media to convey their dissatisfaction toward current service. Hence, the tax payment system integration is needed which providing tax information base and require procedure to educate the taxpayer and improve accountability of authorized the local government institution.

Public Managers’ Contribution to Public Service Performance

2021 ◽  
pp. 85-103
Author(s):  
Lotte B. Andersen ◽  
Christian B. Jacobsen ◽  
Ulrich T. Jensen ◽  
Heidi H. Salomonse
Keyword(s):  
Organizational Performance ◽  
Public Service ◽  
Public Management ◽  
Leadership Skills ◽  
Service Performance ◽  
Reputation Management ◽  
Leadership Strategies ◽  
The Public ◽  
Public Managers ◽  
And Performance

This chapter describes how public managers contribute to public service performance. First, the chapter investigates three critical contextual factors for how public leadership can make a difference to organizational performance: managerial autonomy, capacity, and ability. Second, three leadership strategies are introduced which have been positively related to organizational performance in the public sector: goal-oriented, relational, and non-leader-centered leadership. Third, a new concept with particular relevance for public management is presented—reputation management—and this points to the relevance of considering the nexus between reputation and performance. It is argued that an organization’s reputation and performance may be more or less aligned. However, more importantly, an organization’s reputation per se also provides an important but less studied contextual factor of relevance for public managers’ ability to improve organizational performance. Finally, the chapter discusses how to develop leadership skills that increase public managers’ ability to contribute to public service performance.

The New Environment for Compensation and Performance Evaluation in the Public Sector

1988 ◽  
Vol 17 (4) ◽  
pp. 351-358 ◽  
Author(s):  
Albert C. Hyde
Keyword(s):  
Performance Evaluation ◽  
Public Sector ◽  
Public Service ◽  
Civil Service ◽  
High Grade ◽  
Administrative Structure ◽  
The Public ◽  
And Performance ◽  
Personnel Administration ◽  
Service Agencies

“The question comes to mind as to whether or not many civil service agencies have been facing the facts of life. The place of the agency in the administrative structure of government tends to insulate it against many types of problems, but any deficiencies in pay policy may not be so explained. The current difficulties resulting from such deficiencies may be attributed in part to a situation which the agency itself probably helped create—the mores of public personnel administration. One of these mores is that various classes of employees should work for less money in the public service than they might be able to command elsewhere… The actual amount of compensation paid is generally a major determinent of whether or not a governmental unit attracts high-grade applicants and retains them in service after employment. Therefore, it is time that greater attention be given to rates of pay prevailing in the sources of recruitment for the public service. It is time that more consideration be given to the salaries paid by competitors for the services of trained employees. It is time that programs be inaugurated which translate such facts into action, that removes inequities from public pay schedules”

scholarly journals MANAJEMEN KINERJA KEMENTERIAN SEKRETARIAT NEGARA DALAM MENGELOLA PELAYANAN INFORMASI PUBLIK

2019 ◽  
Vol 1 (1) ◽  
pp. 19-38
Author(s):  
Khaerul Umam ◽  
Dimas Ariyoso
Keyword(s):  
Public Relations ◽  
Performance Management ◽  
Public Service ◽  
Public Information ◽  
Service Performance ◽  
The Public ◽  
Descriptive Research ◽  
Continuous Evaluation ◽  
The Government ◽  
State Secretary

This present research aims to analyze how the performance management of the Ministry of State Secretary in managing the service of public information. The approach employed in this research is qualitative with descriptive research. To obtain data, the technique used is a literature review through books, journals, articles, and other research. LINDU-DIS is a new breakthrough made by the Deputy Assistant Public Relations to support the implementation of their duties and functions. LINDU-DIS can support providing excellent services to the public who want to obtain information within the Ministry of State Secretary so that it can increase community satisfaction to the Ministry, and in the end, will specifically improve the positive image of the Ministry in the community and generally the government at large. But the thing that needs to be the focus on is that the amount of budget needed in the construction of LINDU-DIS is very large, do not let this budget become ineffective because of the ability of human resources who are not ready to become a barrier in LINDU-DIS operations. Continuous evaluation is also needed to measure the extent to which this program can run and can be replicated by other agencies.Keywords: Public Service, Performance Management, Bureaucracy, Public Information

scholarly journals Akuntabilitas Pelayanan Publik: Studi Kasus Pelayanan Perizinan Mendirikan Bangunan di Kota Makassar

2015 ◽  
Vol 31 (2) ◽  
pp. 263 ◽  
Author(s):  
Baharuddin Baharuddin
Keyword(s):  
Public Service ◽  
Good Governance ◽  
Qualitative Approach ◽  
Service Performance ◽  
The Public ◽  
Authority Control ◽  
Standard Operating ◽  
Quality Dimensions ◽  
Service Quality Dimensions

Licensing building services in Makassar often received attention from variousparties. Based on this view, this study aims to describe and analyze the accountabilityof the legality, profesional, authority, control, and service quality dimensions of liceningservices. This research applies qualitative approach and includes case study to obtainvalid information. The determined informants is done through purposive sampling withthe hope that informants could comprehend the substance of the problems studied. Thisstudy will reveal the public service performance as one of indicators of good governance(good governance). The results showed the legality of the licensing service is uneffective,and another point is that standard operating procedures (SOP) has not run optimally,making it less effective and efficient in completing the work.

scholarly journals BUDAYA KINERJA LEMBAGA PELAYANAN PUBLIK: Analisis Budaya Kinerja Kementrian dan LPNK di Indonesia (PERFORMANCE CULTURE IN PUBLIC SERVICE ORGANIZATION: An Analysis of Performance Culture ini Ministries and Non Ministerial Institutes in Indonesia)

1969 ◽  
Vol 9 (2) ◽  
Author(s):  
Sri Wahyu Wijayanti
Keyword(s):  
Service Quality ◽  
Public Service ◽  
Service Organizations ◽  
Three Dimensions ◽  
Cultural Performance ◽  
Quality Performance ◽  
The Public ◽  
Performance Culture ◽  
Public Service Organizations ◽  
Low Performance

Performance of public service in Indonesia is still not satisfactory. This has been caused by the low performance culture in the public service. In this paper, service performance culture is elaborated into three dimensions, namely the commitment to service quality, performance reward and attention toward stakeholders. The analysis of quantitative data concerning the performance culture obtained from a survey of 54 ministries and the Non-Ministerial Government Institute in Indonesia indicated that performance culture of the Ministry and Institute does not support the creation of public service quality. Thus, improvements of performance culture in public service organizations in Indonesia should be managed by improving the performance culture of public service institution.Keywords: cultural performance, public service institutions, ministries, non-ministerial government institutions.Kinerja lembaga pelayanan publik di Indonesia saat ini masih belum memuaskan. Hal ini berhubungan dengan budaya kinerja yang berkembang dalam lembaga pelayanan publik tersebut. Dalam tulisan ini budaya kinerja pelayanan dielaborasi kedalam tiga dimensi yakni komitmen terhadap kualitas pelayanan, penghargaan terhadap kinerja dan perhatian terhadap pemangku kepentingan. Hasil analisis atas data-data kuantitatif mengenai budaya kinerja yang didapatkan dari survei terhadap 54 Kementerian dan Lembaga Pemerintah Non-Kementerian (LPNK) di Indonesia, menunjukkan bahwa budaya kinerja Kementrian dan K/L saat ini masih belum mendukung terciptanya pelayanan publik yang berkualitas.Dengan demikian perbaikan budaya kinerja pada lembaga pelayanan publik di Indonesia sudah seharusnya dilakukan melalui perbaikan budaya kinerja lembaga pelayanan publik.Kata kunci: budaya kinerja, lembaga pelayanan publik, kementerian, lembaga pemerintah Non-Kementerian

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