Performance Management Systems in the Public Housing Sector: Dissemination to Diffusion

2014 ◽  
Vol 24 (1) ◽  
pp. 2-20 ◽  
Author(s):  
Nirmala Nath ◽  
Umesh Sharma
Keyword(s):  
Performance Management ◽  
Public Housing ◽  
Management Systems ◽  
Housing Sector ◽  
Performance Management Systems ◽  
The Public

An SK BARS System: Ongoing Performance Management With Municipal Police

2017 ◽  
Vol 47 (1) ◽  
pp. 93-114 ◽  
Author(s):  
Michael A. Gillespie ◽  
Jennifer Z. Gillespie ◽  
Katherine A. Sliter ◽  
Mahyulee C. Colatat ◽  
Kevin P. Nolan ◽  
...  
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Rating Scales ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
The Public ◽  
Current Article ◽  
Municipal Police ◽  
Traditional Performance

We present a possible solution to two seemingly paradoxical issues: (a) widespread dissatisfaction with performance management and (b) increased demand for accountability in the public sector. The current article draws from our experience with a municipal police division to clarify and extend Smith and Kendall’s Behaviorally Anchored Rating Scales process to an ongoing performance management system. The resulting system holds promise for being less perfunctory and paternalistic than traditional performance management systems, while fostering transparency and accountability.

scholarly journals Sector bias in public programs: US nonprofit hospitals

2020 ◽  
Vol 3 (1) ◽  
Author(s):  
Kenneth J. Meier ◽  
Seung-ho An
Keyword(s):  
Nonprofit Organizations ◽  
Performance Management ◽  
Management Systems ◽  
Nonprofit Hospitals ◽  
Public Programs ◽  
Student Sample ◽  
Performance Management Systems ◽  
The Public ◽  
For Profit ◽  
Sectoral Differences

This study investigates whether the public perceives nonprofit organizations as different from private for-profit and public organizations and whether introducing new performance management systems would provide positive credits to the organization. Using two randomized survey experiments on US hospitals (one with an adult sample and the other with a student sample), we replicate the study of Hvidman & Andersen (2016) in Denmark with an extension of adding a nonprofit organization cue. The results show no sectoral differences among the hospitals and no positive feedback for adopting a new performance management system.

Performance management in the Baltic States and Russia: success against the odds?

2007 ◽  
Vol 73 (2) ◽  
pp. 205-215 ◽  
Author(s):  
Tony Verheijen ◽  
Yelena Dobrolyubova
Keyword(s):  
Performance Management ◽  
Public Management ◽  
Political Support ◽  
Management Systems ◽  
Reform Process ◽  
Baltic States ◽  
Strong Argument ◽  
Management Reform ◽  
Performance Management Systems ◽  
The Public

This article analyses the public management reform process in Latvia, Lithuania and Russia, the only three post-Communist states that have sought to introduce comprehensive performance management systems in the public sector. The central premise of the article is that the introduction of such reforms can be successful even in public management systems that are not `advanced'. This contradicts the widely held notion that performance-based public management systems are not suitable for `developing' countries. The article concludes that if sufficient political support and a dedicated reform team in the civil service are present, and performance management systems are introduced in a step-by-step manner, significant improvement in the effectiveness and efficiency of public management systems can be achieved. The case of the two Baltic States studied in the article, which moved from being laggards in the EU accession process to among its best performing members, provides a strong argument that a more radical approach to public management reform can pay off, even in public management systems in development.

Performance management systems for senior civil servants: how strong is the managerial public service bargain?

2013 ◽  
Vol 79 (1) ◽  
pp. 9-27 ◽  
Author(s):  
Annie Hondeghem ◽  
Karolien Van Dorpe
Keyword(s):  
Performance Management ◽  
Public Service ◽  
Control Process ◽  
Civil Servants ◽  
Strong Result ◽  
Management Systems ◽  
Performance Management Systems ◽  
The Public ◽  
The Uk ◽  
Management Cycle

During the past couple of decades we have witnessed important reforms in the public sector in OECD countries. Various forms of performance management systems have been introduced. This had an impact on the role and position of senior civil servants. The traditional public service bargain (PSB) came under pressure and was replaced by – at least partially – a managerial PSB. This article looks at the performance management systems that have been introduced for senior civil servants in five countries (Canada, the UK, the Netherlands, Denmark, and Belgium) and their impact on the managerial PSB. When there is strong result-based control in the different phases of the performance management cycle, we assume a strong managerial PSB. The finding is that the Anglo-Saxon countries have stronger result-based control systems than the European continental countries. Therefore we conclude that in the former countries the managerial PSBs are stronger than in the latter countries. Points for practitioners Performance management systems for senior civil servants show a different degree of result-based control. Following the four steps in a control process (plan, do, check, act) we can divide the performance management cycle into four phases: planning, monitoring, evaluation, and acting. When there is strong result-based control in each stage, we can speak of a strong managerial public service bargain (PSB). When there is moderate or weak result-based control, there is a moderate or weak managerial PSB, respectively. Each country can make its own choices regarding the performance management system for senior civil servants, but one must be aware that this has an impact on political-administrative relations.

Performance management in public universities: overcoming bureaucracy

2018 ◽  
Vol 67 (4) ◽  
pp. 736-753 ◽  
Author(s):  
Nunzio Angiola ◽  
Piervito Bianchi ◽  
Letizia Damato
Keyword(s):  
Performance Management ◽  
Public Universities ◽  
Organizational Factors ◽  
Public University ◽  
Management Systems ◽  
Management Tools ◽  
Performance Levels ◽  
Content Type ◽  
Performance Management Systems ◽  
Adoption And Implementation

Purpose Considering a micro performance perspective, the purpose of this paper is to analyze whether and to what extent the adoption of better performance management systems could improve the performance levels of a public university. Design/methodology/approach With reference to a period of four years (2011-2014), the quality of performance management systems of 29 Italian universities (response rate: 48 percent) was examined and the possible effects on performance levels of these institutions were analyzed by means of statistical methodologies (multiple regression analysis). Outcome indicators were considered. Findings The findings indicate the need to go further “measurement,” and to take care of performance “management,” especially in complex organizations as universities, where academicians identify themselves more with their professions than with the organization and where technicians and administrative employees might look at the performance-based reform with “bureaucratic eyes.” A fruitful cooperation between the professional soul and the bureaucratic one is paramount. Originality/value Studies which analyze organizational factors that could affect the adoption and implementation of performance management systems are rare, and use in prevalence qualitative methods or refer to machine bureaucracies, not many to professional ones as public universities. Moreover, the performance management literature in a public university context deepens the topic of the selection of KPIs and the focus is mainly on macro performance or on management tools for gathering and analyzing performance measures.

scholarly journals Organisational readiness for introducing a performance management system

2012 ◽  
Vol 10 (3) ◽  
Author(s):  
Michael Ochurub ◽  
Mark Bussin ◽  
Xenia Goosen
Keyword(s):  
Performance Management ◽  
Management System ◽  
Change Readiness ◽  
Readiness For Change ◽  
The Body ◽  
Management Systems ◽  
Performance Management System ◽  
Performance Management Systems ◽  
Managerial Implications ◽  
A Performance

Orientation: The successful introduction of performance management systems to the public service requires careful measurement of readiness for change. Research purpose: This study investigated the extent to which employees were ready for change as an indication of whether their organisation was ready to introduce a performance management system (PMS).Motivation for the study: Introducing system changes in organisations depends on positive employee preconditions. There is some debate over whether organisations can facilitate these preconditions. This research investigates change readiness linked to the introduction of a PMS in a public sector organisation. The results add to the growing literature on levels of change readiness.Research design, approach and method: The researchers used a quantitative, questionnairebased design. Because the organisation was large, the researchers used stratified sampling to select a sample from each population stratum. The sample size was 460, which constituted 26% of the total population. They used a South African change readiness questionnaire to elicit employee perceptions and opinions.Main findings: The researchers found that the organisation was not ready to introduce a PMS. The study identified various challenges and key factors that were negatively affecting the introduction of a PMS.Practical/managerial implications: The intention to develop and introduce performance management systems is generally to change the attitudes, values and approaches of managers and employees to the new strategies, processes and plans to improve productivity and performance. However, pre-existing conditions and attitudes could have an effect. It is essential to ensure that organisations are ready to introduce performance management systems and to provide sound change leadership to drive the process effectively. This study contributes to the body of knowledge about the challenges and factors organisations should consider when they introduce performance management systems.Contribution/value-add: This research adds to the knowledge about aspects of change readiness, change management and introducing change initiatives.

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