Constraints in the Implementation of Performance Management Systems in Developing Countries

Ohemeng, Frank L. K.

doi:10.1177/1470595808101158

Cited by 56 publications

(114 citation statements)

References 56 publications

(51 reference statements)

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“…Ohemeng (2009) has identified culture, institutional fragmentation, the lack of institutionalized sanctions and rewards, and lack of political will or commitment as some of the problems that affected the implementation of the program. The lack of political commitment was compounded by a similar attitude among managers, and by the overall problem of people management.…”

Section: Ijppm 613mentioning

confidence: 98%

Current state of public sector performance management in seven selected countries

Rhodes

Biondi

Gomes

et al. 2012

International Journal of Productivity and Performance Management

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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 -This paper seeks to extend the analysis of performance management regimes by Bouckaert and Halligan to other countries in order to contribute to the developing theory of forms and challenges in public sector performance management. Design/methodology/approach -The state of performance management and the context in which it has evolved is assessed in seven different countries using dimensions drawn from Bouckaert and Halligan's work along with elements from earlier work by Pollitt and Bouckaert. These are summarized in a table and comparisons made to generate additional insights into the factors that influence the shape and speed of public management evolution. Findings -The paper finds that the Bouckaert and Halligan framework for analyzing public sector performance management is useful, albeit with some modifications. Specifically, it finds that administrative culture is a key factor influencing the speed of reform and that the attitude of elites (politicians and civil servants, in most cases) is also a vital piece of the puzzle that was not included in Bouckaert and Halligan, but did appear in the earlier framework of Pollitt and Bouckaert. It also finds evidence that economic and political crises occurring together accelerate the introduction of integrated performance management systems, but that trust in government does not appear to be a significant factor. Finally, the paper observes that, absent political crisis/commitment, governments will prioritise "external" performance measures such as customer service, participation and transparency objectives over "internal" performance measures such as financial, staff management and whole of government reporting. Originality/value -The countries studied provide a rare insight into lesser-known performance management regimes and the use of the Bouckaert and Halligan framework allows for comparisons to earlier (and future) research. The findings will be of interest to scholars in public administration reform and performance management.

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Section: Ijppm 613mentioning

confidence: 98%

Current state of public sector performance management in seven selected countries

Rhodes

Biondi

Gomes

et al. 2012

International Journal of Productivity and Performance Management

View full text Add to dashboard Cite

show abstract

“…The findings indicate that some MMDAs PM systems are more effective than others and they tend to performance better (Ohemeng, 2009). This implies that while PM may be a tool to ensure high-performance culture among MMDAs, some local government authorities may not have the same level of capacity to succeed in this regard (Fryer et al, 2009) due to technical and resource limitations (Ohemeng, 2011) to institutionalise PM in their internal business process (Cavalluzzo and Ittner, 2004;Ter Bogt, 2008;Brignall and Modell, 2000).…”

Section: Discussionmentioning

confidence: 99%

“…To achieve value for money and best managerial practices, the adoption of new public management (NPM) reforms in the public service have been phenomenal (Annan-prah and Ohemeng, 2015;Ayee, 2001;Domfeh, 2004;Ohemeng, 2009;Rhodes et al, 2012;Simpson and Buabeng, 2013). Therefore, this study examines the results of MMDAs PM and the challenges if any that they are confronted with in their efforts to institutionalise performance culture in local governance.…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Performance Management as an Alternative Tool for Local Governance: Evidence from Ghanaian Local Government Sector

Abane

Phinaitrup

2017

IJHRS

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The benefit of performance management is to have value for money and make local authorities more responsive to the needs of the grassroots. Therefore, the study addresses the perceived challenges which have been taken-for-granted in institutionalising performance culture at the local level in the context of sub-Sharan Africa. The purpose of this research is to investigate the progress and challenges affecting the institutionalisation of performance management in local government authorities to understand how these impediments impacts on performance culture in local governance. Using two major secondary data sources from Local Government Service, the study analyzes the contents of four key performance areas and the performance rating of local government authorities in Ghana . The study finds evidence to support that performance management may be an alternative tool to enhance the performance of local authorities. However , insufficient resource allocation, the absence of performance improvement programs and involvement of employees remains a challenge.

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“…While the principles that underlie the drive for performance management are assumed to be universal, nevertheless scholars have shown that the cultural environment of a given public sector as well as its historical features can affect the success with which performance management reforms are introduced (Ohemeng 2009;Pollitt 2005;Ho and Im 2013). Moreover, with regard to South Korea, the implementation of reforms based on the NPM ideology is particularly notable, as it was long assumed that the relatively unique developmental model of Korea and other East Asian countries had produced an administrative environment incompatible with the underlying principles of NPM style reform (Park and Joo 2010).…”

Section: Results-based Reform and The Korean Public Sectormentioning

confidence: 99%

Identification and Performance Management

Campbell

2014

Public Personnel Management

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Identity and identification are root constructs in organization studies. Identity provides an interpretive framework with which to evaluate the appropriateness of behavior, and as such, in organizations the construct has a fundamental relationship with employee performance. This study develops a theoretical framework linking identification to change-oriented behavior, a type of extra-role activity aimed at introducing micro-level organizational change in order to improve long-term performance and efficiency. Enhancing the performance of public organizations is a central theme of public administration theory and practice, and this study contributes to the literature by shedding light on a potentially important employee-level antecedent of organizational performance. Secondly, this study links identification and change-oriented behavior to a phenomenon that has grown increasingly prevalent in contemporary public organizations, namely, goal-oriented performance management. Over the past decades, public organizations around the world have implemented results-based reforms in order to increase accountability, efficiency, and performance. Due to the scope and complexity of these reforms, however, their full range of consequences is not yet known. This study aims to make a second contribution to the literature by linking performance management practices to both organizational identification and change-oriented behavior. Using survey data gathered from employees of central government ministries in South Korea, where a wide range of results-based reforms have been introduced, mediation analysis utilizing bootstrap resampling is used to test a number of empirical hypotheses related to the constructs outlined above. The results of the analysis suggest that organizational identification is a strong predictor of change-oriented behavior. In addition, the effect of performance management on employee intentions to engage in change-oriented behavior is shown to operate primarily through its effect on organizational identification, which underscores the importance of identification for organizational performance. Following the presentation of the results of the analysis, the theoretical and practical implications of this study are discussed.

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Constraints in the Implementation of Performance Management Systems in Developing Countries

Cited by 56 publications

References 56 publications

Current state of public sector performance management in seven selected countries

Current state of public sector performance management in seven selected countries

Performance Management as an Alternative Tool for Local Governance: Evidence from Ghanaian Local Government Sector

Identification and Performance Management

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