Performance Management in Practice: the Norwegian Way

Lægreid, Per; Roness, Paul G.; Rübecksen, Kristin

doi:10.1111/j.0267-4424.2006.00402.x

Cited by 95 publications

(120 citation statements)

References 20 publications

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“…These evidences suggest that the organisational transition towards more modern and resultsoriented management does not particularly depend on legislation and the imposition of a framework by government but rather depends on structural and cultural features and the political and managerial ability to intro duce these changes. These assertions reinforce prior empirical results on the importance of these organisational and cultural factors for organisational success (Cavalluzzo and Ittner, 2004;Laegreid et al, 2006;Moynihan and Pandey, 2010). This paper represents the first study on PLG regarding the use of performance information in top managers' performance evaluations.…”

Section: Discussionsupporting

confidence: 87%

“…The existence of a highlevel of mutual trust became evident during the interviews. If the level of mutual trust between the two parties is high, there will be no cultural conflict between them (Laegreid et al, 2006). The effects of management and control systems 'in a hightrust system will, however, be smaller because of shared identity, a high level of socialisation, and similarities in problem definitions and solutions at the different administrative levels' (Laegreid et al, 2006:258).…”

Section: Discussionmentioning

confidence: 99%

“…This spread is called in the literature as decoupling (or loose coupling) of PM practices that gen erally is defined on research as the separation of symbolic displays for external, legitimacyseeking purposes from operatinglevel practices and action in organizations (see for example, Modell, 2001;Cavalluzzo and Ittner, 2004;Laegreid et al, 2006;Johansson and Siverbo, 2009). Another stream on this field relaxes this conception to emphasize decoupling as 'potentially occurring between various instrumental functions of PMM' (Modell, 2009:282).…”

Section: Performance Management and The Institutional Theorymentioning

confidence: 99%

“…In the public sector context, several institutionalists highlight the role of PM on the production of performance information to different constituencies to maintain legitimacy and obtain external support, whilst organizations very dependent from regulatory and other institutional pressures (Carruthers, 1995;Laegreid et al, 2006;Modell, 2005Modell, , 2009Argento and Van Helden, 2010). The role of institutional pressures in the adoption and conformity to a particularly mandated system can be particularly powerful in government organizations (Carruthers, 1995;Brignall and Modell, 2000;Lapsley and Pallot, 2000), taking into account that the survival of these organizations is primarily dependent on the support of external stakeholders and not the actual performance (Gupta et al, 1994;Geiger and Ittner, 1996).…”

Section: Performance Management and The Institutional Theorymentioning

confidence: 99%

“…This participation started in 2002 in the municipality of Porto and finish in 2009 in the municipality of Braga. 6 The choice for larger municipalities is because performance measurement and management literature informs that larger organisations are more able to implement more sophisticated performance measurement systems (Laegreid et al, 2006). Moreover, the distance between politicians and top managers increases in larger organisations (Ter Bogt, 2001), which stimulates the use of ever more sophisticated systems and reduce the level of politicisation of the evaluation process.…”

Section: Samplementioning

confidence: 99%

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Use of performance information by local politicians: a field study in the Portuguese context

2017

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This paper presents a qualitative study that aims to investigate whether and how local politicians use perform ance info rmation to evaluate top managers' performance. The main goal is to contribute to knowledge on perform ance manag ement in the political sphere. Based on semistructured interviews, findings show that the organizational climate determines the willingness to use information. There is an internal culture embedded in public agencies, like municipalities, that lead politicians to be more or less concerned about the use of performance in formation. In this paper we find that politicians have a greater orientation towards the 'implicit' and the 'operationscon scious' styles rather than to the 'outputconstrained' and the 'outcomeconscious' styles. In general, politicians failed to implement a culture focused on the use of performance information. The institutional approach helps us to identify political responses to institutional pressures and understand the reasons for a reduced use in the Portuguese context. Keywords: performance information; politicians; institutional theory; organizational responses; Portuguese context. O uso da informação de desempenho pelos políticos locais: um estudo de caso no contexto português Este artigo apresenta um estudo qualitativo que pretende investigar até que ponto e como os políticos locais portu gueses usam a informação de desempenho para avaliar a performance dos gestores de topo. O objetivo principal é contribuir para o conhecimento na área da performance management na esfera política. Tendo por base as entrevistas semiestruturadas realizadas com os políticos locais, os resultados mostram que o clima organizacional determina a predisposição para usar a informação. Existe uma cultura enraizada nas organizações públicas, nomeadamente os municípios, que conduz os políticos a estarem mais ou menos predispostos a usar a informação de desempenho. Neste artigo concluímos que os políticos têm uma maior orientação para o uso de estilos 'implicit' ou 'operationsconscious' em vez dos estilos 'outputconstrained' e 'outcomeconscious' . Em geral, os políticos falharam ao implementar uma cultura orientada para o uso da informação de desempenho. A teoria institucional ajuda a identificar as respostas po líticas às pressões institucionais e a compreender as razões para o uso reduzido da informação no contexto português. Palavras-chave: Informação de desempenho; políticos; teoria institucional; respostas organizacionais; contexto português.El uso de la información de desempeño por los políticos locales: un estudio de caso en el contexto portugués Este trabajo presenta un estudio cualitativo que tiene como objetivo investigar si y cómo los políticos utilizan la información de ubicación para evaluar el desempeño de los top managers. El principal objetivo es contribuir al conocimiento de la PM en la esfera política. Tiendo por base las entrevistas realizadas a los políticos locales, los resultados muestran que el clima organizacional determina la voluntad de utilizar la información. ...

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Section: Discussionsupporting

confidence: 87%

Section: Discussionmentioning

confidence: 99%

Section: Performance Management and The Institutional Theorymentioning

confidence: 99%

Section: Performance Management and The Institutional Theorymentioning

confidence: 99%

Section: Samplementioning

confidence: 99%

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Use of performance information by local politicians: a field study in the Portuguese context

2017

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Preparing for the introduction of hospital autonomy in Laos: an assessment of current situation and suggestions for policy‐making

Geng

Chen

2015

Health Planning & Management

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The National Assembly of Lao People's Democratic Republic (Laos) approved the Health Sector Reform Strategy in 2012, which called for an assessment as to whether Laos should introduce hospital autonomy, and if so, in which ways. The purpose of this study is to assess the status quo of hospital governance in Laos and propose policy suggestions for hospital autonomy in the country. We formulated an analytic framework for hospital autonomy based on previous work by other researchers, collected qualitative data through key informant interviews and focus group discussions, and also performed secondary data analysis. Public hospitals in Laos enjoyed some informal autonomy with little accountability and Laos is facing key challenges of hospital governance. As a result, introducing hospital autonomy in Laos could bring risks, benefits and debates. Before Laos decides on granting autonomy to its public hospitals, we strongly suggest that the government do pilot in selected public hospitals with well-regulated governance framework first and conduct rigorous evaluations to examine whether the granted autonomy leads to the intended social goals of equity, quality, efficiency and sustainability. We recommend residual claimants should be monitored by the government and by the society with open and transparent approach, and active measures should be taken to improve performance and ensure social functions. The study findings may also provide some suggestions for low- and middle-income countries, which are contemplating the introduction of hospital autonomy in the public sector. Copyright © 2015 John Wiley & Sons, Ltd.

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