Showing papers on "Performance management published in 2007"

The Whole‐of‐Government Approach to Public Sector Reform

Abstract: In this article, the authors discuss “whole-of-government” initiatives as a reaction to the negative effects of New Public Management reforms such as structural devolution, “single-purpose organizations,” and performance management but also as a reaction to a more insecure world. The authors examine what is meant by a “whole-of-government” approach and explore how this concept might be interpreted in analytical terms. The structural approach is contrasted with a cultural perspective and a myth-based perspective. Finally, results, experiences, and lessons from the whole-of-government movement are discussed.

Towards a definition of a business performance measurement system

Abstract: Purpose – Scholars in the field of performance measurement tend to use the term business performance measurement (BPM) systems without explaining exactly what they mean by it. This lack of clarity creates confusion and comparability issues, and makes it difficult for researchers to build on one an each other's work. The purpose of this paper is to identify the key characteristics of a BPM system, by reviewing the different definitions of a BPM system that exist in the literature. This work aims to open a debate on what are the necessary and sufficient conditions of a BPM system. It is also hoped that a greater level of clarity in the performance measurement research arena will be encouraged.Design/methodology/approach – The performance measurement literature is reviewed using a systematic approach.Findings – Based on this research, a set of conditions of a BPM system has been proposed from which researchers can choose those which are necessary and sufficient conditions for their studies.Research limitatio...

A review of the time management literature

Abstract: Purpose – The purpose of this article is to provide an overview for those interested in the current state‐of‐the‐art in time management research.Design/methodology/approach – This review includes 32 empirical studies on time management conducted between 1982 and 2004.Findings – The review demonstrates that time management behaviours relate positively to perceived control of time, job satisfaction, and health, and negatively to stress. The relationship with work and academic performance is not clear. Time management training seems to enhance time management skills, but this does not automatically transfer to better performance.Research limitations/implications – The reviewed research displays several limitations. First, time management has been defined and operationalised in a variety of ways. Some instruments were not reliable or valid, which could account for unstable findings. Second, many of the studies were based on cross‐sectional surveys and used self‐reports only. Third, very little attention was g...

Managing Performance: International Comparisons

Abstract: In recent years, concerns over the effectiveness of public administration have encouraged the widespread measurement and management of ‘performance’. But is performance management an appropriate model for public sector organizations, and has it proved successful? Moreover, how do the principles of performance management affect how public bodies operate, and the way they relate to the wider community? In this important text, the viability of performance management in public sector organizations is systematically assessed across a number of international case studies. The book provides a framework through which models of performance management can be understood in terms of both their impact within a public sector organization, and the effects that have been seen in countries with contrasting administrational contexts. Managing Performance – International Comparisons critically examines the effects of performance management models in the public sector, and assesses their future evolution. It is an important book for all students and researchers with an interest in management, public administration and public policy.

Managing performance in the public sector

Abstract: Topical and taking a bold stance in the contentious debate surrounding performance in the public sector, this new edition shows readers how performance thinking has a substantial impact on the management of public organizations. Thoroughly revised and updated, this highly successful text, written by an experienced academic and practitioner is packed full with a wealth of new features. These include: more examples and cases, from a variety of different sectors, including, hospitals, courts, school and universities a whole new chapter on the dynamics of performance management; answering the questions – how do PM systems evolve? Which effects will dominate in the long run? many extra recommendations for making PM attractive for managers. An informed and up-to-date analysis of this subject, this is an essential text for all those studying, both at undergraduate and postgraduate level, performance management in the public sector.

The Ethical Mutual Fund Performance Debate: New Evidence from Canada

Abstract: Although the academic interest in ethical mutual fund performance has developed steadily, the evidence to date is mainly sample-specific. To tackle this critique, new research should extend to unexplored countries. Using this as a motivation, we examine the performance and risk sensitivities of Canadian ethical mutual funds vis-a `-vis their conventional peers. In order to overcome the methodological deficiencies most prior papers suffered from, we use performance measurement approaches in the spirit of Carhart (1997, Journal of Finance 52(1): 57-82) and Ferson and Schadt (1996, Journal of Finance 51(2): 425-461). In doing so, we investigate the aggregated performance and investment style of ethical and conventional mutual funds and allow for time variation in the funds' systematic risk. Our Canadian evidence supports the conjecture that any performance differential between ethical mutual funds and their conventional peers is statistically insignificant.

Corporate governance, ownership structure and performance of SMEs in Ghana: implications for financing opportunities

Abstract: Purpose – This study seeks to assess how the adoption of corporate governance structures affects the performance of SMEs (small to medium‐sized enterprises) in Ghana.Design/methodology/approach – Regression analysis is used to estimate the relationship between corporate governance and ownership structure and performance.Findings – The results show that board size, board composition, management skill level, CEO duality, inside ownership, family business, and foreign ownership have significantly positive impacts on profitability. Corporate governance can greatly assist the SME sector by infusing better management practices, stronger internal auditing, greater opportunities for growth and new strategic outlook through non‐executive directors. It is clear that corporate governance structures influence performance of SMEs in Ghana.Originality/value – This paper provides insights on the effects of corporate governance and ownership structure on the performance of Ghanaian SMEs. The paper also shows the implicat...

Measuring Organizational Performance: Metrics for Entrepreneurship and Strategic Management Research

Abstract: Contents: Foreword Preface 1. Introduction and Overview 2. Performance Measurement in Management Literature 3. Perspectives of Organizational Performance and Effectiveness 4. Categories of Performance Measures 5. Performance Measures Used in Research and Practice 6. Measurement Concepts and Implications 7. Developing a Generalizable Model for Measuring Organizational Financial Performance 8. Tests of the Information Content of Individual Measures of Organizational Financial Performance 9. Developing and Testing an Overall Model of Organizational Financial Performance 10. Summary, Conclusions and Implications for Theory and Practice Bibliography Index

Relationship of ISO 9001:2000 quality system certification with operational and business performance

Abstract: Purpose – This research paper aims to explore the relationship between ISO 9000 certification and organisational performance by developing an ISO 9000 relationship model.Design/methodology/approach – A survey instrument was used for quantitative data collection based on a global survey in collaboration with the Anderson School of Business, UCLA. All items were measured on a five point modified Likert scale. The data were analysed statistically by means of Statistical Package for Social Scientists. Factor analysis was performed. Multiple regressions was used to test the hypotheses. Both validity and reliability of the measures were checked in order to reduce measurement error.Findings – The results show a positive and significant relationship between certification practices (implementation, organisational commitment and planning) with operational performance. However, the relationship between these practices with business performance was found to be positive but not significant of the variables we studied,...

Historical analysis of performance measurement and management in operations management

Abstract: Purpose – This paper seeks to take a historic perspective on performance measurement and management (PMM) within operations management (OM) across all sectors (manufacturing, service and public) in order to reflect on and undercover relevant lessons and issues about PMM in OM. Design/methodology/approach – Drawing from a range of documents and experts, three historic phases were identified which reflected changing aspects of PMM in OM from the early twentieth century until today. Findings – The analysis shows that most of PMM within OM derives from work study and productivity measurement within manufacturing during the industrial revolution. The general trend shows a movement away from performance measurement towards performance management. The paper illustrates how views of PMM have moved in three directions: the broadening of the unit of analysis; the deepening of performance measures; and the increasing range of performance measures. Research limitations/implications – The paper concludes by presenting four reflections and challenges including the fact that the drive for productivity still exists and there is a need to continue to develop measures across organisations which are also predictive. Finally, that lessons between private and public sectors regarding PMM are shared. Originality/value – The paper argues that in order to evaluate the movement in the three directions effectively it is necessary to differentiate between the terms performance measurement, performance reporting and performance management.

Managerial Effectiveness of Government Performance Measurement: Testing a Middle-Range Model

Abstract: The research on government performance measurement has been largely descriptive and prescriptive, with only limited attention paid to hypothesis testing and middle-range theory construction. Although researchers have made prescriptions about how to make performance management work, the validity of those prescriptions has not been systematically examined. In particular, the role of the external political environment and stakeholder participation, two important factors for public sector management, remains unclear. Based on survey data, this article uses structural equation modeling to test a model that assesses how political environment, stakeholder participation, organizational support, and training affect the adoption and managerial effectiveness of performance management.

Total quality management and performance: The role of organization support and co‐worker support

Abstract: Purpose – The purpose of this paper is to explore the relationship between the extent of total quality management (TQM) implementation and organization performance, and the moderating effect of co‐worker support and organization support on the TQM/performance relationship.Design/methodology/approach – A questionnaire survey was developed and distributed to a sample of firms selected from the motor vehicle parts and accessories industry.Findings – Analysis of the data supports a strong positive relationship between the extent of implementation of TQM practices and organization performance. This study also found that co‐worker support and organization support moderated the relationship between TQM implementation and organization performanceResearch implications – This study has important implications for managers. First, it motivates managers (and provides a justification) to invest in the time and resources to implement TQM programs. Based on the results of this study, the implementation of TQM practices i...

Performance management theory: A look from the performer's perspective with implications for HRD

Abstract: Performance management methods are receiving increased attention as organizations seek performance gains from their workforces during challenging economic times. In this paper, the construct of performance management is challenged along two lines: how applied models do not take full advantage of existing theories of work motivation; and how the impact of performance management will continue to be constrained as long it remains a predominantly top-down process. Several relevant theories of motivation are examined to illustrate gaps between theory and practice and to provide a basis for looking at performance management from the performer's perspective. Resulting implications for the human resource development (HRD) field are discussed.

How do politicians use performance information? An analysis of the Norwegian local government experience:

Abstract: This article aims to improve knowledge of performance information's role in political decision-making Two research questions are addressed, with data from a national survey of councillors in Norway: first, how important is performance information for councillors? The article disaggregates decision-making into three stages and assesses performance information utilization at each stage The results show surprisingly high levels of utilization Second, why do some councillors use performance information more than others? The article compares utilization across policy sectors and the results show two contrasting groups: utilization is higher among councillors working with elderly care, administrative affairs, and educational affairs than among councillors working with other sectors Possible reasons for this pattern are discussed

Different relationships between perceptions of developmental performance appraisal and work performance

Abstract: Purpose – It is often suggested that in order for performance appraisal to positively influence employee behaviour, employees must experience positive appraisal reactions. The purpose of the present study is to examine two different models of the relationship between employee perceptions of developmental performance appraisal and self‐reported work performance: a mediation model and a moderation model.Design/methodology/approach – Results from a cross‐sectional survey of 434 employees showed that the relationship between perceptions of developmental performance appraisal and self‐reported work performance was mediated by employees' intrinsic motivation, and strongly moderated by their autonomy orientation.Findings – For employees with a weak autonomy orientation, the relationship was positive, but for those with a strong autonomy orientation, the relationship was negative.Research limitations/implications – The two most important limitations, which are discussed in more detail at the end of the paper, are...

Performance measurement system for healthcare processes

Abstract: Purpose – The purpose of this article is to provide an overview and evaluation of performance measurement systems and also present a framework for the selection of an appropriate performance measurement system for healthcare processes.Design/methodology/approach – The paper provides a brief review of the existing performance measurement frameworks. On the basis of review, performance measurement system criteria are identified and accordingly a framework has been proposed for measuring performance in healthcare processes.Findings – The measurement of performance of a healthcare organization is still an unresolved issue. A performance measurement system should be sensitive to changes in the external and internal environment of an organization. The proposed framework measures performance from a multi and interrelated perspective, namely efficiency, effectiveness and flexibility.Practical implications – The study will help the healthcare organization to know how they are performing; it will also help in bench...

Managing Employee Performance and Reward: Concepts, Practices, Strategies

Abstract: 1. Setting the scene Part I. The Fundamentals: 2. Performance and reward basics 3. Working with psychology 4. Managing motivation 5. Being strategic and getting fit Part II. Performance Management in Action: 6. Managing results 7. Managing behaviours 8. Managing competencies 9. Performance review, planning and developing Case study - Performance assessment at Mercury Couriers Part III. Base Pay and Benefits 10. Base pay purpose and options 11. Base pay structures 12. Developing position-based base pay systems 13. Developing person-based base pay systems 14. Employee benefits Case study - soliciting excellence Part IV: 15. Performance-related rewards: options, aims, efficacy, fairness 16. Merit pay for individual performance 17. Recognition awards 18. Results-based individual incentives 19. Collective short-term incentives for large and small work groups 20. Collective long-term incentives: employee share plans 21. Executive incentives Case study - Beyond the hard sell: Performance incentives at SouthBank Part V. Fitting it All Together: 22. System review, change and development.

Performance measurement systems in the Finnish public sector

Abstract: Purpose – This paper aims to identify the specific problems faced by the Finnish public sector organizations in designing and implementing performance measurement systems (PMS).Design/methodology/approach – An understanding of the problems is obtained by examining three case organizations in practice. In order to support the analysis of the empirical findings, a review of prior literature on the private and public sector PMSs is carried out.Findings – The design and implementation processes in the Finnish public sector organizations differ significantly from the way they are realized in industrial private sector companies. The four underlying reasons for problems in public sector organizations are the following: there are many stakeholders with conflicting needs; the end products and goals are undefined; there is a lack of property ownership and lacking management skills.Practical implications – By utilizing the results of the study, PMS design and implementation in the public sector can be carried out by...

Evidence-Based Policy and Performance Management Challenges and Prospects in Two Parallel Movements

Abstract: Both the evidence-based policy and performance management movements aim to improve government effectiveness by developing and utilizing a more rigorous base of information and scientific evidence to guide decisions about program design, funding, implementation, and management. In practice, however, differences and tensions between these movements?such as their methods and standards for assembling and analyzing data, and the strategic timing and use of this information to influence policy and hold public managers accountable for performance?could limit their success. Using cases and empirical studies, this article considers questions about what should count as evidence, how it should be communicated, who should judge the quality and reliability of evidence and performance information, and how to achieve a balance between processes that produce rigorous information for decision making and those that foster democratic governance and accountability. Recommendations are made for improving government effectiveness by using more rigorous information in decision making, along with acknowledgment of the limitations and risks associated with such efforts.

Challenges and Lessons in Implementing Results-Based Management:

Abstract: Integrating performance information into budgeting, managing and reporting has become a common component of good public and not-for-profit management. In many jurisdictions, efforts to do so have b...

Performance accountability and combating corruption

Abstract: his volume provides advice on how to institutionalize performance-based accountability, especially in countries that lack good accountability systems. The volume describes how institutions of accountability may be strengthened to combat corruption. The volume is organized into two parts. The first part deals with public management reforms to ensure the integrity and improve the efficiency of government operations. It outlines an agenda for public management reforms and discusses the roles of e-government and network solutions in performance improvements. The second part of the volume provides advice on strengthening the role of representative institutions, such as organs and committees of parliament, in providing oversight of government programs. It also provides guidance on how auditing and related institutions can be used to detect fraud and corruption. The book highlights the causes of corruption and the use of both internal and external accountability institutions and mechanisms to fight it. It provides advice on how to tailor anticorruption programs to individual country circumstances and how to sequence reform efforts to ensure sustainability. This volume presents the latest thinking of leading development scholars on operationalizing such a governance framework. The focus of this volume is creating performance-based accountability and oversight when there is no bottom line. Each chapter addresses an important dimension of such a framework. The four chapters in part I are concerned with integrity and efficiency in public management. The nine chapters of part II are concerned with institutions and mechanisms to hold government to account.

Strategic Performance Management: A Managerial and Behavioral Approach

Abstract: PART I: INTRODUCING STRATEGIC PERFORMANCE MANAGEMENT 1. Introduction 2. Strategic Performance Management PART II: THE STRATEGIC PERFORMANCE MANAGEMENT DEVELOPMENT CYCLE Stage 1: Designing a Strategic Management Model 3. Responsibility Structure 4. Scenarios and Strategic Objectives 5. Strategic Action Plans Stage 2: Designing a Strategic Reporting Model 6. Critical Success Factors and Key Performance Indicators 7. The Balanced Scorecard 8. Exceptions, Actions, and Rolling for ePerformance Management in Developing Countries Casts 9. Performance Management ICT Architecture Stage 3: Desgning a Performance-driven Behavioural Model 10. Organizational Performance-driven Behaviour 11. Individual Performance-driven Behaviour 12. Strategic Alignment PART III: IMPLEMENTING STRATEGIC PERFORMANCE MANAGEMENT 13. Implementation PART IV: SPECIAL CONSIDERATIONS 14. Performance Management in the Public Sector 15. Performance Management in Developing Countries

What have we learned? Themes from the literature on best-practice benchmarking

Abstract: The aim of this paper is to review the important themes in the literature on benchmarking, and to assess the contribution to knowledge provided thus far. Four themes from the literature are highlighted: studies of the nature of benchmarking practice; criticisms of benchmarking; evaluating the effectiveness of benchmarking; and the notion of best practice. The authors argue that, while the literature does include a few critical analyses of the practice and impacts of benchmarking, it is dominated by relatively descriptive, and even prescriptive, accounts of the ‘realities’ of benchmarking. The longer-term (qualitative and quantitative) effects and perspectives of diverse stakeholders on benchmarking are largely neglected. This selective focus has implications for the contribution of benchmarking research to practice, for example, in terms of the role of internal organizational capabilities in analysing the performance of processes and managing communications and change. The authors advocate areas of future research to improve theoretical understanding of benchmarking and thoroughly evaluate its impact within the context of performance management.