Performance Management and Public Sector Reform: The Norwegian Hospital Reform

Christensen, Tom; Lægreid, Per; Stigen, Inger Marie

doi:10.1080/10967490600766987

Cited by 68 publications

(51 citation statements)

References 38 publications

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“…. Still, in practice, this relationship is also based on trust to run smoothly (Christensen et al 2006).…”

Section: The Accountability Relation Between the Sai And The Ministriesmentioning

confidence: 99%

Resistance to Control—Norwegian Ministries’ and Agencies’ Reactions to Performance Audit

Reichborn-Kjennerud

2013

Public Organiz Rev

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Ministries are increasingly subject to control, primarily by State Audit Institutions'. This control is assumed to contribute to improvement. Based on survey data from 353 civil servants in Norway this article analyses the ministries' and agencies' responses to the SAIs control. The analysis shows that civil servants in the ministries tend to be less positive to performance audit than civil servants in the agencies. Top executives, irrespective of administrative level, were more negative than middle managers and other public employees.In addition civil servants more exposed to performance audit were, in general, more negative towards it.

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“…. Still, in practice, this relationship is also based on trust to run smoothly (Christensen et al 2006).…”

Section: The Accountability Relation Between the Sai And The Ministriesmentioning

confidence: 99%

Resistance to Control—Norwegian Ministries’ and Agencies’ Reactions to Performance Audit

Reichborn-Kjennerud

2013

Public Organiz Rev

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“…Similarly, the public service PM policy for 2012 from the Public Services Commission (PSC) database was utilised to augment the analysis. To explain the theoretical underpinnings of institutionalising local government PM, the institutional theory was used to explain the conceptual basis for which performance culture is necessary for organizations (Brignall and Modell, 2000;Cavalluzzo and Ittner, 2004;Christensen et al,2006). The results indicate that insufficient resource allocation, low commitment and capacity of chief executives, directors and staff in the implementation of PM contracts are the most serious challenges affecting MMDAs performance indicators.…”

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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“…Fair and correct evaluation, in fact, may be strongly prejudiced by inaccuracy as well as low levels of objectivity, which in turn cause skepticism and mistrust of the whole PMS (Brown & Heywood, 2005). Definitely, high trust relations seem to have a positive impact on performance management implementation (Laegreid, Roness, & Rubecksen, 2006;Christensen, Laegreid, & Stigen, 2006). The above mentioned technical aspects are thus aggregated in the second dimension of a PMS's good practice, named "efficiency and transparency".…”

Section: A Model Of Proper Functioning Of a Pms In The Public Sector mentioning

confidence: 99%

Operationalizing Proper Functioning of Performance Measurement Systems in the Italian Public Healthcare Sector

Giovanelli¹,

Marinò²,

Rotondo³

et al. 2015

UCPA

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Performance measurement systems (PMSs) have had an extraordinary diffusion over the last 20 years in Western countries' public sectors, although theoretical models and empirical studies on good practices, and metrics for effectiveness and impact are not very widespread. The aim of this paper is to propose a model for measuring the proper functioning of a PMS in the public sector through the selection of dimensions and indicators on the basis of the elements that literature believes to condition the use of performance data in management. Dimensions, indicators, and scores are validated through an exploratory trial of the model in the specific context of the Italian public health care system, with reference to the health managers' evaluation models. The empirical investigation is also used to identify and discuss potential determinants of good practices. In particular, in the context under investigation, size and economic performance are found to be significant drivers of proper functioning.Keywords: performance measurement systems (PMSs), proper functioning, healthcare sector, managers' evaluation models Performance measurement has been one of the main tools relied upon by the reforms of Western countries' public sectors, started in the 80s in the wake of New Public Management (NPM) (Walsh, 1995). Though the principles, models, and tools utilized in the diffusion of performance measurement in the public sector have varied, the primary purpose of such a system has always been seen as giving public managers useful information to improve services (Hatry, 2002). However, in order to meet both citizens' and funders' needs to be informed about the use of resources, achieving accountability has often been the real purpose for the development of result-based management systems in the public context. The major external impetus for performance measurement in the public sector is also testified to by policy-makers' common underestimation of the effort in developing accompanying mechanisms to enhance performance management, that can be

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Performance Management and Public Sector Reform: The Norwegian Hospital Reform

Cited by 68 publications

References 38 publications

Resistance to Control—Norwegian Ministries’ and Agencies’ Reactions to Performance Audit

Resistance to Control—Norwegian Ministries’ and Agencies’ Reactions to Performance Audit

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

Operationalizing Proper Functioning of Performance Measurement Systems in the Italian Public Healthcare Sector

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