Making performance measurement systems more effective in public sector organizations

Abstract

Purpose -Performance management in public sector organizations is a growing phenomenon worldwide. Increasingly, questions are being raised as to its effectiveness in achieving the objective of improving the performance of public sector organizations. Research has shown that there seems to be questionable benefits and many barriers, challenges and problems with implementing performance management and measurement in the public sector environment. The purpose of this paper is to argue that this is due to the lack of focus on the process of managing the implementation of performance measurement. The author aims to review the relevant extant literature to support these assertions and to provide a conceptual framework that integrates these ideas.Design/methodology/approach -This paper reviews the extant literature on public sector performance management and measurement and develops a conceptual framework to explain how public sector performance measurement systems can be made more effective in light of the research evidence.Findings -This paper suggests that three important factors need to be considered in the effective implementation of a performance measurement system in the public sector. They are managerial discretion, a learning and evaluative organizational culture and stakeholder involvement. These three factors are discussed and its impact on performance measurement is explored.Research limitations/implications -A proposed integrative framework is presented that supports the assertion of the importance of these three factors in influencing how performance measurement can lead to improved performance in public sector organizations. Some potential environmental and institutional constraints are also discussed in implementing some of the suggestions proposed. Practical implications -The paper provides a model that explains three important facors that need to be considered in implementing an effective performance measurement system in public sector organizations and suggestions for how it can be implemented effectively.Originality/value -The paper integrates and synthesizes the literature on public sector performance measurement into a comprehensive conceptual framework that explains more explicitly the factors that can influence the effectiveness of a performance measurement system in the public sector.

Total rewards and its effects on organisational commitment in higher education institutions

“…In addition, Swanepoel et al (2014) affirm that performance management is an action based on performance measures and reporting, which results in improvement in employee behaviour, motivation and work processes as well as promoting innovation. Performance management is viewed more broadly as a management tool that aims to improve the performance of an organisation (Goh, 2012). Rose (2014) states that recognition refers to a process of acknowledging or giving special attention to a high level of accomplishment or performance, such as customer care or support to colleagues, which is not dependent on achievement against a given target or objective.…”

Exploring the Qualitative Factors Influencing the Perception of Employees on Performance Management Practices of Public Organizations in Ghana- The Case of Bolgatanga Polytechnic

“…According to Goh (2012), for performance management to succeed, employees must believe in the process, the approach, transparent implementation and commitment from managers. Bernthal (1996) also suggested that performance of employees should be managed in a systematic process involving four major stages: planning the process, providing feedback and coaching employees, reviewing or appraising the performance of employees and providing outcomes of the performance reviews or appraisals.…”

“…Performance of employees can therefore, be managed in a systematic process involving four major stages: planning the process, providing feedback and coaching employees, reviewing or appraising the performance of employees and providing outcomes of the performance reviews or appraisals (Bernthal, 1996). For performance management to succeed, employees must believe in the process, the approach, transparent implementation and commitment from managers (Goh, 2012). The perception of employees about the performance management processes is therefore important for the success of the process (Sharma, et al, 2016).…”

Avaliação Dos Serviços De Licitação Para Apoiar a Gestão Administrativa De Orgão Público Municipal

“…A avaliação de desempenho é uma ferramenta que pode ser usada para encorajar a melhorar o desempenho das organizações do setor público por meio da definição de objetivos e indicadores de desempenho. A avaliação de desempenho vem tomando espaço na gestão pública com vistas a resolver as questões de responsabilidade e transparência (Goh, 2012).…”