Benchmarking in local government under a central government agenda

Ball, Amanda; Bowerman, Mary; Hawksworth, Shirley

doi:10.1108/14635770010314927

Cited by 38 publications

(41 citation statements)

References 4 publications

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“…The government has therefore encouraged public-sector organizations to use benchmarking as a useful management tool to achieve best value (Ball et al, 2000). Besides, that, firms are constantly under pressure from external forces such as competition, changing customer needs, government regulation, changing technologies, etc.…”

Section: Discussionmentioning

confidence: 99%

Best practices for the effectiveness of benchmarking in the Indonesian manufacturing companies

Asrofah

Zailani

Fernando

2010

Benchmarking: An International Journal

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine best practices that contribute to the effectiveness of benchmarking in Indonesian manufacturing industries. Design/methodology/approach -A total of 250 questionnaires are distributed to representatives of the Badan Pengelola Industri Strategis (BPIS) registered companies, specifically to the quality managers or production managers that are involved in the benchmarking process in companies. Findings -In total, 155 responded to the questionnaire; that gives a response rate of 51.67 percent. Analysis of the data has shown that some benchmarking practices, e.g. the manufacturing process, and organizational and environmental factors do significantly influence the effectiveness of benchmarking.Research limitations/implications -Further study needs to be undertaken to identify other best practices of benchmarking. A further limitation of the study is that the survey items are based on the literature review. Practical implications -A government body such as a benchmarking department (BPIS) can therefore focus on these factors for further development of benchmarking. BPIS Indonesia can organize more training and seminars for smaller manufacturing companies. From an organizational point of view, attention should be given to improving compatibility, employee innovativeness, and government intervention so that the best practices of benchmarking can be used proactively as a strategic tool. Originality/value -From the findings of this paper, in order for the benchmarking process to be successful, an organization needs these general requirements: top management commitment and support: a solid understanding of the manufacturing operations and requirements for improvement: willingness to share information with benchmarking partners; and dedication to ongoing benchmarking efforts.

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Section: Discussionmentioning

confidence: 99%

Best practices for the effectiveness of benchmarking in the Indonesian manufacturing companies

Asrofah

Zailani

Fernando

2010

Benchmarking: An International Journal

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“…The Audit Commission's 2 practice of 'compulsory benchmarking' identified in the Bowerman et al (2001, forthcoming) study is effectively a new codification for the Commission's extant practice of publishing local authority performance indicators. It is interesting that against a backdrop of indifference to the results of this exercise, with the exception perhaps of local councillors in relation to poor results (Harbord, 1999), the term 'benchmarking' has permeated the vocabulary of local authority external auditors (see Ball et al, 2000, who discuss how auditors conflate the term 'benchmarking' with moves to establish a new evidence-based database for monitoring local authority performance).…”

Section: How New Management Accounting Slips Into Meeting Old Demandsmentioning

confidence: 97%

Discovering its Own Relevance? Reflections on the 'New' Management Accounting in the Public Sector

Ball

2001

Accounting Forum

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The observation that accounting is central to an on-going drive to reform the public sector is hardly new. The case of benchmarking, however, illustrates that a 'new management accounting' has been appropriated by public sector reformers and the accountants who serve information 'needs' generated by the dichotomous 'problem' of central governmental fiscal control versus decentralised empowerment. The case of benchmarking illustrates how, via its rhetorical power, the 'new management accounting' plays a central role in legitimising old demands placed on accounting. Caught up in the discourse of new public financial management reforms, accounting in the public sector is mired in a search for its own 'relevance'.

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“…Some studies (e.g., Ball et al 2000;Ammons 1999) have demonstrated that most UK public organisations tend to focus on league tables as comparators of performance (i.e., data benchmarking), rather than highlighting the causes of differences in performance and generating ideas to improve the processes (i.e., process benchmarking). The NBS is an example of data benchmarking, identifying how performance relates to national benchmarks.…”

Section: Research Contextmentioning

confidence: 98%

Implementing and Evaluating Performance Measurement Initiative in Public Leisure Facilities: An Action Research Project

Liu

2008

Syst Pract Action Res

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This paper addresses issues when implementing and evaluating performance measurement initiative. Applying action research, the study began with designing an innovative performance measurement system and applied the system in three public leisure centres in England during [2005][2006][2007]. It was found that, for practitioners in the public leisure sector, inclusiveness and simplicity are the most important criteria of a good performance measurement system. That is, not only does performance data need to be inclusive, the analytical process also needs to be simple and understandable. In addition, facility managers' analytical skills and motivations for benchmarking are two factors determining the practicability of the system developed. Finally, while conducting a longterm action research, there is a need to continually communicate the actual and potential benefits of the change with senior managers. If they are committed and enthusiastic, it is easier to gain the support of other levels of the organisation.

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Benchmarking in local government under a central government agenda

Cited by 38 publications

References 4 publications

Best practices for the effectiveness of benchmarking in the Indonesian manufacturing companies

Best practices for the effectiveness of benchmarking in the Indonesian manufacturing companies

Discovering its Own Relevance? Reflections on the 'New' Management Accounting in the Public Sector

Implementing and Evaluating Performance Measurement Initiative in Public Leisure Facilities: An Action Research Project

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