A strategy framework for performance measurement in the public sector

Mäntylä

2017

IJPSM

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Purpose The literature acknowledges the importance of interpretative processes, discussion, and organizational learning in public performance management, but a knowledge gap remains concerning the mechanism of performance dialogue. To fill this gap, the purpose of this paper is to study the principles of performance dialogue and collaborative performance management in public administration. Design/methodology/approach The study utilizes a longitudinal research setting and analyzes the evolution of performance management practices in one city organization in Finland. Findings The study suggests that performance dialogue needs to be integrated with management practices and explains how this can be done. Three guiding principles of performance dialogue and collaborative performance management are derived. These underline the role of “referees of the information game”, a supportive and encouraging environment and a focus on the use of performance information. Practical implications Performance information is too often provided as a back-office function, and dialogue with information users is either completely lacking or somehow disturbed. The performance dialogue provides a platform for collaborative sense making and helps managers to better understand the complex phenomena and processes they are responsible for. Originality/value The literature dealing specifically with the change from centralized and vertical performance management practices toward decentralized and horizontal practices is still scarce. This paper provides a new perspective on management control and organizational learning in public administration based on performance dialogue.

Section: Introductionmentioning

confidence: 99%

Principles of performance dialogue in public administration

Mäntylä

2017

IJPSM

Self Cite

“…One possible reason for the failure of public organizations to utilize performance information relates to the evolution of public management. Public organizations have been managed with a hierarchical chain of command (Hartley, 2005;Osborne, 2006), where information needs are chiefly related to cost control and the measurement of service outputs (i.e., units of service usage) (Jääskeläinen and Laihonen, 2014). More recently, the emphasis has shifted to services and their long-term value (Hartley, 2005;Jääskeläinen and Laihonen, 2014;Pollitt, van Thiel, and Homburg, 2007;Sanderson, 2001).…”

Section: Challenges Of Knowledge Management In Local Governmentmentioning

confidence: 99%

“…Public organizations have been managed with a hierarchical chain of command (Hartley, 2005;Osborne, 2006), where information needs are chiefly related to cost control and the measurement of service outputs (i.e., units of service usage) (Jääskeläinen and Laihonen, 2014). More recently, the emphasis has shifted to services and their long-term value (Hartley, 2005;Jääskeläinen and Laihonen, 2014;Pollitt, van Thiel, and Homburg, 2007;Sanderson, 2001). The spread of the network society and the ideas of a more pluralist model of governance have further increased the complexity of public management and the diversity of the management information needed (Hartley, 2005;Osborne, 2006).…”

Section: Challenges Of Knowledge Management In Local Governmentmentioning

confidence: 99%

“…units of service usage) (Jääskeläinen and Laihonen, 2014). More recently, the emphasis has shifted to services and their long-term value (Hartley, 2005; Jääskeläinen and Laihonen, 2014; Pollitt et al , 2007; Sanderson, 2001). The spread of the network society and the ideas of a more pluralist model of governance have further increased the complexity of public management and the diversity of the management information needed (Hartley, 2005; Osborne, 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Strategic knowledge management and evolving local government

Mäntylä

2018

JKM

Self Cite

The characteristics of new public management and new public governance are well known, but their impact on managerial knowledge needs and the implementation of knowledge management in local government remains unclear. This paper elaborates the key elements of a public organization's knowledge strategy and shows how knowledge management can support public management. Design/Methodology/Approach: A case study on the application of an action research process was conducted to study how the City of Tampere in Finland aimed to overcome challenges in utilizing performance information by applying the ideas of knowledge management. Findings: The study suggests that a holistic knowledge management strategy promotes the use of performance information by providing a systematic management framework for gathering and utilizing the information. Practical implications: Four factors appear critical for strategic knowledge management in local government. First, it should be driven by the city's strategy. Second, it should be carefully integrated into the general management system. Third, clear processes and responsibilities for refining the data are needed. Fourth, the quality of the data must be guaranteed. The results also emphasize the roles of management culture and continuous performance dialogue. Originality/Value: This paper makes two contributions. First, it extends the analysis of a knowledge management strategy to public management and, second, it provides a practical illustration of the development process, where knowledge was put into prime focus in developing public management.

“…The literature provides several management applications, such as network-level performance measurement (Leseure et al, 2001;Busi and Bititci, 2006;Kulmala and Lönnqvist, 2006;Pekkola, 2013), supply chain performance measurement (Gunasekaran et al, 2004;Bititci et al, 2005;Saiz et al, 2007), and systemic performance measurement , to overcome challenges in capturing and measuring performance in a collaborative and networked environment. Specific solutions have also been developed for use in the public domain (Johnsen and Vakkuri, 2006;Van Helden et al, 2008;Jääskeläinen and Laihonen, 2014). What has not been studied and discussed in detail is how the previously described approaches affect the information flows used for gathering and utilizing performance information and managing a service system.…”

Section: Introductionmentioning

confidence: 99%

What is the Role of Knowledge Management in Establishing the Effectiveness of Public Welfare Services?

Sillanpää

2014

Knowl Process Manag

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Because of the increasing cooperation of actors in public service systems, the evaluation of service outcomes involves a complex set of information sources and processes. Organization‐specific evaluation practices yield only a partial picture of the effectiveness of services. To address this issue, the paper studies the information processes in the context of Finnish social services and analyzes knowledge‐related problems in system‐level performance measurement. As a result, this paper proposes that more systematic knowledge management is needed in order to provide valid information on the effectiveness of public welfare services. The findings contribute to the study, analysis, and implementation of knowledge management in the public domain. We further provide a discussion relating to the challenges in measuring service effectiveness of information processes with respect to gathering, combining, and presenting performance information. This research adds to the literature by presenting a system‐level analysis of information flows and pinpointing the most crucial disconnects with respect to these flows. The results that we present have clear implications for strategic and political decision‐making. Copyright © 2014 John Wiley & Sons, Ltd.