Performance management systems' stability: Unfolding the human factor – A case from the Italian public sector

Maran, Laura; Bracci, Enrico; Inglis, Robert

doi:10.1016/j.bar.2018.01.002

Cited by 19 publications

(52 citation statements)

References 78 publications

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“…Evidently, BSC and its implementation in the service sector is an uprising area of interest. For example, researchers have recognized the recent adoption of BSC by the public sector and studied it as a part of change management that is driving new public management ( Maran et al, 2018 ; Woods and Grubnic, 2008 ). A similar development has also been noticed in hospitality literature ( Phillips, 2007 ), where BSC when supplemented with change management can allow its successful implementation.…”

Section: A Roadmap For Future Researchmentioning

confidence: 99%

Balanced scorecard in the hospitality and tourism industry: Past, present and future

Fatima

Elbanna

2020

International Journal of Hospitality Management

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Highlights The extant research on balanced scorecard (BSC) in the hospitality and tourism industry. The trends and effectiveness of balanced scorecard (BSC). How to develop the understanding and practice of balanced scorecard (BSC). Balanced scorecard (BSC) is a key component in developing sustainable tourism. Balanced scorecard (BSC) contributes to the development of new tourism management.

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Section: A Roadmap For Future Researchmentioning

confidence: 99%

Balanced scorecard in the hospitality and tourism industry: Past, present and future

Fatima

Elbanna

2020

International Journal of Hospitality Management

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“…PMM systems have undergone extensive advancement in public sector organisations and are used as a means of reinventing the government to be more efficient and effective (Hood, 1995). However, findings from various empirical studies have shown that PMM, with its rational system of managing performance, is problematic in the context of public organisations, in which resources are allocated based on political considerations and sphere of influence (Maran et al , 2018) and due to the presence of various stakeholders with competing interests (Mättö et al , 2020). Consequently, research evidence has shown that the PMM system is adopted to comply with legislation, but not substantively practice, as the systems in place are not aligned with values/organisational practices (McAdam et al , 2011; Rautiainen, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

“…However, because of its implications for the way resources are allocated and the management of human resources, PMM entails a radical change in public sector organisations in developing countries characterised by different socio-economic and political contexts, and differing cultural norms and values (Marwata and Alam, 2006; Sutheewasinnon et al , 2016). Substantive PMM implementation requires the purposeful action of public officers in disrupting and changing existing practice, and in so doing, they need to influence the attitudes and reactions of different internal actors in terms of their acceptance of and engagement with the system (Dobija et al , 2019; Maran et al , 2018). Hence, the research question addressed in this paper is: what types of work are undertaken by the public managers of local government in a developing country to institutionalise a PMM system that is mandated by the central government?…”

Section: Introductionmentioning

confidence: 99%

Institutional work and implementation of a performance measurement and management system in a developing country

Khalid

Jurnali

2020

JAOC

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Purpose This paper aims to investigate the actions and activities undertaken by public managers of a local government to institutionalise an externally mandated performance measurement and management (PMM) system in a developing country. Design/methodology/approach A qualitative case study of one of the best-ranked early adopters of PMM in a local government in Indonesia was undertaken, with interviews with public officers at various organisational levels, along with an extensive documentary review. An institutional work perspective was used to explain the types of work undertaken to institutionalise PMM at the organisation. Findings The PMM change was shown to be centralised and directed from the top and facilitated by other public officers. The Mayors’ instrumental and political view of PMM as a tool for efficiency and societal legitimacy enabled the adoption of PMM. The political and cultural work of the Mayor and the key officers involved constructing new rules pertaining to PMM, specifically in dealing with resource allocation and its associated sanctions and rewards, which encouraged more substantive implementation. The substantive implementation of PMM had a significant influence on the norms and values of the local government. Research limitations/implications The case organisation is the local government of a relatively medium-sized city. Therefore, it may be easier to achieve tighter control and coordination as compared to the local government of other larger cities. Originality/value The paper highlights the interrelated nature of institutional work in the creation and disruption of institutions. In addition, the three main types of institutional work, i.e. political, cultural and technical work, are not mutually exclusive. The paper also indicates the processes involved in the implementation of PMM, which unfolds from the establishment of a policy, its impact, and the role of the actors in the process.

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“…Considering what is said, the strategic HRM and employee performance management in the public sector needs to maintain a coherent and effective approach. Seeking to apply appropriate private sector models in the public sector, the new public management introduces the balanced scorecard model (Maran, Bracci, & Inglis, 2018). Although this model was first introduced for the private sector, Kaplan and Norton (2001a) presented a modified version of it for the public sector.…”

Section: Literature Reviewmentioning

confidence: 99%

Untitled

2020

JEMI

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The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNAL The entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNAL Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNAL The innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNAL The entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

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Performance management systems' stability: Unfolding the human factor – A case from the Italian public sector

Cited by 19 publications

References 78 publications

Balanced scorecard in the hospitality and tourism industry: Past, present and future

Balanced scorecard in the hospitality and tourism industry: Past, present and future

Institutional work and implementation of a performance measurement and management system in a developing country

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