Performance Management Reforms Research Articles

Impact of budget performance management reform on local fiscal relief

Budget performance management is crucial for strengthening fiscal revenue and expenditure management, enhancing the efficiency of fiscal fund utilization, and deepening the fiscal and tax system reform. Based on the quasi-natural experiment of budget performance management reform and utilizing data from 30 provinces spanning the years 2001–2021, this study employs a multi-temporal difference-in-differences model to investigate the mechanism and effects of budget performance management reform on local government fiscal pressure from both theoretical and empirical perspectives. The results reveal that budget performance management reform has a significant effect on relieving local fiscal pressure. Parallel trends and series of robustness tests support the results. Budget performance management reform impacts fiscal pressure through fiscal expenditure efficiency, government expenditure scale, and fiscal transparency. The heterogeneity analysis results indicate that the impact advancing budget performance management reform on fiscal pressure is affected by regional environment, fiscal decentralization areas, and municipal debt areas. The research results provide direct evidence of the effect of budget performance management on fiscal pressure, providing policy insights for local governments to alleviate the contradiction between fiscal revenue and expenditure.

Politics and Planning: How Do China and the United States Differ in Their Strategic Planning Approaches for Government Performance Management?

ABSTRACT Strategic planning is integral to government performance management reforms in both China and the United States. How do the two countries differ in their planning approaches? This study examines this issue by using Charles Lindblom’s theory of synoptic and strategic planning. It shows that China relies on centralized, elite-led synoptic planning, rooted in its Communist legacy, while the United States, with its focus on social interaction in policymaking, places value on preference-guided and consultation-based strategic planning. This study highlights the pivotal role of strategic planning in serving political objectives, shaping its strengths and weaknesses as a management tool.

APPRAISAL SYSTEM FOR NURSES IN BINGZHOU TERTIARY PUBLIC HOSPITAL: BASIS FOR STRENGTHENING THE PERFORMANCE MANAGEMENT SYSTEM

Hospitals, as an important part of the service industry, have an urgent need for performance management reform in order to maximize the interests of patients and encourage employees to work effectively. Nurses make up the largest percentage of the health workforce. The ability and willingness of nurses largely determine the success of medical interventions. However, poor practices in the implementation of performance management have been reported to adversely affect employees' sense of responsibility and fairness, which in turn leads to poor clinical outcomes and high employee turnover. The purpose of this study was to determine the current status of the nurses' appraisal system in tertiary public hospitals in Binzhou City by soliciting the opinions of direct users (nurses and their immediate supervisors). Descriptive statistics, t-test analysis and one-way ANOVA were used in this study. It is recommended that hospitals need to standardize performance management by establishing effective and fair departments and systems to discuss and recognize nurses' outstanding achievements

Influence of Managerial Employee’s Psychological Capital on Organizational Performance

Performance management reforms are essential for an organized business with strong economic value to improve further. Strengthening employees' knowledge and skills necessary for their work can enhance organizational performance. In the current stage of the enterprise, the psychological capital of managers plays an increasing role in enhancing organizational performance. Creating a psychological environment with a greater sense of well-being, achievement, and belonging, it goes to have an impact on the behavior of managers to achieve the maximization of organizational benefits and management performance. In the process of personnel management in the past, the main concern of enterprises is how to improve the organizational performance of employees, while ignoring the psychological needs of managers, so that many incentives can not be effectively implemented. Based on this, this paper studies the three dimensions of psychological capital and the three dimensions of organizational performance, and constructs a relevant structural equation test model, using theoretical analysis and empirical analysis methods, to verify the positive impact of psychological capital on organizational performance, to provide a reference for the study of the impact of managers' psychological capital on organizational performance, and to play a more positive role in promoting the company's strategic objectives.

INTERNATIONAL EXPERIENCE OF REFORMING PUBLIC ADMINISTRATION AND ITS ADAPTATION IN UKRAINE

An evaluation of international public administration systems was carried out on the example of the member states of the European Union. Systematized the most common reform trends that are key components of the "European" approach to public administration reform: open government initiatives and reforms to strengthen external transparency: legislation on freedom of information, open data, procurement reforms, creation of anti-corruption bodies; civil service reform with an emphasis on retrenchment measures to reduce the size and costs of civil servants, improve performance appraisals and introduce codes of conduct; measures of electronic governance; reforms to strengthen the coordination capacity of the government and merger of bodies (mainly created during the reform period); performance management and productivity reforms; reducing the administrative burden on enterprises and citizens. The directions for adapting positive vectors of public administration reform to Ukrainian realities are systematized. Strategic directions for increasing the efficiency of the public management system are proposed: implementation of the open data strategy; focusing on sub-themes rather than comprehensive and often overly general activities; measurements that can be used for learning purposes less than for evaluation; using the survey method. Keywords: strategy, public administration, reform, experience, efficiency.

Does granting managerial autonomy in exchange for accountability mitigate gaming?

AbstractTo improve organizational performance, the doctrine of performance management states that managers need to be granted autonomy in exchange for accountability for results. However, managers are often held accountable without autonomy in practice. The accountability pressure often causes gaming behaviors. How does granting managerial autonomy in exchange for accountability affect gaming behaviors? To address this question, we investigated how a performance management reform in New York City public schools, the Empowerment Zone, affected two types of gaming behaviors: effort substitution and cream skimming. Utilizing a difference‐in‐differences estimation strategy over multiple periods, we find that the Empowerment Zone experiment mitigates effort substitution and cream skimming in public schools, but the effect is modified by organizational resources. The findings show the potential of fully implementing performance management doctrine in mitigating gaming and suggest that human resources are crucial for realizing the potential.

Managerial performance in the conditions of selected local government offices

The development and execution of employees in a modern public administration organisation are subject to specific management forms. Performance management is about setting performance standards, monitoring progress, and building relevant plans. Managerial performance and its management are presented as beneficial for employee development. Addressing the interaction between performance management and administrative authority is appropriate given the empirical result of performance management reform. The public sector's adoption of performance management systems has long focused on creating more advanced performance information systems while neglecting to increase managerial authority. Therefore, understanding how this partial acceptance affects public service performance is particularly important. However, our knowledge of how they interact remains limited despite the central role of management authority over standard performance management regulations. According to the analysis of the current situation, the main goal of the presented article is to derive propositions and propose measures to streamline the managerial performance of the offices in Trnava, Nitra and Trenčín. In the study, we use the benchmarking method to analyse and subsequent evolution of the state of managerial performance in selected bodies. We identify individual factors in the form of the Saaty matrix and characterise the systematic steps of the methodological procedure. In this process, we faced certain limitations related to limited data access. The main benefits of this study are suggestions for improving the level of managerial performance that can be applied in public administration. Among the primary areas where change is needed, we identified ambiguity in the strategy and plan, delayed feedback processes and limited behavioural incentives.

Visualization of the Digital Enterprise Performance Management System Integrating the Simulated Annealing Algorithm

Enterprises conduct performance management through performance management systems, which can greatly improve work efficiency and quality. The win-win of human resources and time resources has been realized, making the assessment fair and objective. At present, the application of performance management to digitalization is becoming more and more intense. This paper proposes to use the optimization of the simulated annealing algorithm to help the research of the enterprise performance management system. It is helpful to analyze and solve some negative factors brought by the current traditional enterprise performance management system, so that the employees of the enterprise have higher satisfaction in the performance, and the enterprise can have more far-reaching development goals. In the subsequent survey of employee satisfaction with the enterprise performance management system, the results show that after the implementation of performance management reform, the recognition of performance management by enterprise managers and employees has increased significantly. Among the returned questionnaires, 3360 people expressed great satisfaction, and the proportion increased from 32.69% to 63.62%, almost doubling. A total of 4259 people expressed great satisfaction and satisfaction, the proportion increased from 70.08% to 87.35%. A total of 1021 people expressed dissatisfaction and very dissatisfaction, the proportion dropped from 29.92% to 12.65%. Therefore, this survey result shows that the visual analysis of the digital enterprise performance management system and its application in the operation of the enterprise is very important.

Organizational Social Capital and Performance Information use: The Mediating Role of Public Service Motivation

This article examines the mediating role of public service motivation (PSM) between organizational social capital and performance information use. This topic is worth studying since it allows to understand how organizational level factors and individual level traits interact. Using a multiple informant survey distributed to county managers in Florida, this article finds support that organizational social capital is an important predictor of performance information use, and that this relationship is mediated by the role of PSM. The article concludes with recommendations on how to capitalize on these internal resources for the effective implementation of performance management reforms and practices.

Value for Money Audit and Good Public Governance: Stakeholders’ Perception in Nigeria

Over the past decades, public sector performance has been at the forefront of the public management debate. Along with the advent of economic and budgetary crises, and new performance management reforms, the public sector has been under constant pressure around the world to deliver good governance and restore voters' faith in government institutions through the lenses of the value for money audit 6Es (Economy, Efficiency, Effectiveness, Environment, Equity and Ethics). It is against this backdrop, this study primarily assessed stakeholders' perceptions of the impact of value for money audits on good public governance in Nigeria. Different stakeholders who benefit from government actions in Nigeria make up the study's population while purposive sampling was used to choose 150 respondents and for analysis, the study employed ordinal logistic regression. The findings demonstrated a positive association between good governance and independent variables (economy, efficiency, effectiveness, equity and ethics audit), with marginal impact coefficients of .606, .059, 1.048, 0.30 and .053, and p-values of .000, .045, 0.21, .001 and 0.033 respectively. It is concluded that routine value for money audit is found to strengthen good governance in the Nigeria public sector. The study recommended that the government should continue to reduce costs through periodic economic audits and efficient audit, as this will improve the quality of governance in the public sector. More so environment, equity and ethics should be giving emphases.

“Honor List” and “Shame Roll”: Quasi-Experimental Evidence of the Effect of Performance Feedback under Political Control

Abstract This article examines how the use of an “honor list” and “shame roll” as a means of performance feedback can influence governments’ future performance improvement, focusing on a prominent performance management reform implemented in Chinese local governments. We draw upon classic behavioral theories of organizations to propose testable hypotheses. The empirical analyses use 3,300 observations based on the 333 grassroots governments of the capital city of China as the unit of analysis. Regression discontinuity design estimations show that entering the honor list reduces governments’ performance improvement in the next period, while entering the shame roll helps governments improve their performance. Moreover, the level of performance improvement is higher at the cutoff for both the honor list and shame roll if governments rely more on the higher authority’s fiscal resources. This study advances a more nuanced understanding of the performance feedback effect under political control and a rigid administrative hierarchy.

Application of Data Mining in Performance Management of Public Hospitals

With the rapid development of computer technology, information technology covers all aspects of daily life, and the medical industry is also paying more attention to information construction. Conventional management methods have been unable to further improve the hospital’s management capabilities. At the same time, countries that are better in terms of hospital management practices have set a benchmark for mainland hospitals and reformed hospitals in order to stand out in the future. In addition to evaluating the economic benefits and work efficiency of doctors, hospitals must also consider that hospitals, as a special service industry, cannot be measured by economic indicators. Therefore, there is a multiparty game in the performance appraisal of hospitals, and it is necessary to consider not only economic factors but also the characteristics of public services. This article is based on the case of a large domestic tertiary hospital, combined with the hospital’s performance management reform plan, through the design idea of performance management and incentive performance pay distribution, using data mining technology as an auxiliary means. It successfully helped the hospital complete the performance and incentive performance pay aspects reform. The main research work of this paper is divided into the following three aspects. (1) Using data mining technology, according to each nursing unit’s workload, risk level, the difficulty of internship, and other objective factors in the past year for patient outpatient visits, surgery implementation, critical first aid, etc., are classified in line with the actual situation and provide a reliable basis for the reasonable and efficient allocation of hospital human resources. (2) In the performance management system, we integrate the third-party data mining tool weka to assist in the evaluation of the performance distribution plan and the calculation of the follow-up incentive performance pay. (3) We use the mathematical model of data mining to measure and evaluate the reasonableness of historical workload and performance appraisal, determine a new incentive performance pay distribution model, and use the software as a calculation tool for the internal distribution of performance wages to provide monthly incentive performance wage statistics in the future.

Examining the effects of a performance management reform on employee attitudes and organizational climate

ABSTRACT This article employs a difference-in-differences design to study how a ‘managing for results’ reform in New York City public schools affected employees’ attitudes and perceptions of organizational climate. Findings show that the reform produced largely negative effects on employees’ attitudes and perceptions, and the effects were heterogeneous by organizations’ performance levels. This study expands performance management research by examining its effect on employee attitudes and organizational climate. It presents a more nuanced view of how employees react to and receive performance management reforms and contributes to a comprehensive understanding of the consequences of performance management reforms.

Relationship between public sector reforms and culture: The implementation of NPM‐related performance management reforms in a collectivist and risk averse culture

AbstractAs performance management reforms gain traction worldwide, their implementation, however, has demonstrated mixed results. This trend is visible in the manner countries have adopted and implemented New Public Management (NPM)‐related public sector reforms that are based on the neo‐classical and business models of organisation and management. Experiences in various countries demonstrate that the inherent individualistic aspects of NPM‐related performance management do not suit the context of countries with a collective culture. The introduction of a series of NPM‐related performance management reforms introduced to Bhutan’s civil service over the last 15 years explores the relationship between public sector reforms and culture. This article highlights the challenges faced in the implementation of performance management reforms in Bhutan’s collectivist and risk averse culture. Bhutan’s experience in the implementation of NPM‐related reforms provide an insightful lesson for other countries with similar culture and context.

Gaming in Performance Management Reforms and Its Countermeasures: Symposium Introduction

Gaming has become a noticeable worldwide phenomenon in performance management, attracting growing discussion from academics and practitioners. What are the latest developments in gaming? What are the implications of gaming? Why is gaming behaviour so tenacious? How can we synthesize, conceptualize and theorize research findings on the topic? How can gaming be contained and at what cost? This symposium gathers insights on gaming and measures to mitigate gaming in contemporary performance management reforms. Findings of the four papers contribute to the literature by identifying new forms and strategies of gaming, conceptualizing its root causes, and examining mitigation strategies and costs. Directions and questions for future research on gaming are also discussed.

Tools of Control? Comparing Congressional and Presidential Performance Management Reforms

AbstractPresidents are claimed to have a stronger interest in an effective bureaucracy than Congress because they must be responsive to the public as a whole rather than narrow interests. We examine this claim in the context of multiple waves of U.S. performance management reforms: the Government Performance and Results Act (GPRA) of 1993, the Program Assessment Rating Tool (PART ) (2002–2008), and the GPRA Modernization Act (GPRAMA) of 2010. Using four waves of federal employee surveys spanning 17 years, we measure reform success as employees’ purposeful use of performance data as a result of being exposed to routines embedded in the reforms. We find that the legislative‐led GPRAMA is associated with more purposeful data use on aggregate while the PART executive reform succumbed to a partisan pattern of implementation. Statutory reforms are less likely to be experienced as ideological tools than executive branch reforms used by the president to impose control over agencies.

Is Performance Management Reform Living up to its Expectations? An Analysis of Public Management Reform in China’s Guangdong Province

Performance management has a long tradition in China, but questions remain as to its effectiveness. This article presents the results of a comparative time-series analysis that assessed the impact of performance management reform in the province of Guangdong, China, on two outcomes of interest—improved citizen satisfaction with government performance and improved government financial performance. The study used data survey data on citizen satisfaction from the Government Performance Evaluation Center in China and financial data from the statistical yearbook and the fiscal yearbook from 2010 to 2014. This coincides with two periods of development of performance management in China: (1) before 2012, when efforts focused on economic development followed by an emphasis on citizen-oriented and sustainable government services; and (2) between 2012 and 2014, when pilot programs of performance management systems were implemented. A difference-in-differences test comparing the outcome variables before and after the pilot project in Guangdong suggests that overall performance management reform had a positive impact on citizen satisfaction but it had mixed results on financial performance in the county-level jurisdictions that implemented the pilot program.

Performance management from the bottom up

ABSTRACT Current interest in middle-managers’ compliance with performance management (PM) reforms focuses on their downward roles. To explore their understudied upward roles, this analysis draws on police chiefs’ voice directed to senior management regarding the Israeli PM system as documented since its first introduction in 1999, and as reported both by chiefs and senior managers (N = 54). Unfolding four patterns of inconsistencies between PM systems’ design and the operational, daily, course-of-work, close-to-the-field managers’ upward roles allows us to move beyond criticism to constructive efforts, and provides new insights for reconciling the well-documented gap between policy intentions and outcomes in PM reforms.

Bureaucracy and Public Management Reforms

The paper examines administrative performance and public management reforms in Pakistan. The study is based on the expert opinion of the civil servants gathered via 27 semi-structured interviews. Pakistan has inherited the administrative structure from the British colonial raj. Although there have been numerous reforms aimed at improving administrative performance, none of them have been implemented adequately. The changes pursued in the first two decades were related to enhancing the administrative performance by creating an adequate structure of administrative posts and ensuring a fair remuneration system. The first full reform package was presented in the 1970s with steps to improve the civil service performance and nationalization of significant banks and industries. The New Public Management (NPM) inspired the Pakistani government to adopt the policies of managerialism and privatization during the 1990s. The government intended to remove the status quo and privatize the public sector industries. This reform was successful only with regard to the privatization of some sectors and banks. The remaining reform programme failed mostly because of political instability, weak political will, political interference with the reform process, etc. The semi-structured interviews conducted with Pakistani civil servants tackled the public administration problems and their possible solutions. The respondents suggested that an indigenous public management model should be created. They indicated that the government should firmly support the implementation of reform measures. Civil servants should get salaries according to their expertise. There must be a well-defined and up to date performance and evaluation system able to ensure performance-based promotions, rewards, and punishments.

ИСКУССТВО В ИСПОЛНИТЕЛЬНОМ АГЕНТСТВЕ: ИЗМЕРЕНИЕ ЭФФЕКТИВНОСТИ РАБОТЫ НАЦИОНАЛЬНОГО МУЗЕЯ СОВРЕМЕННОГО ИСКУССТВА КОРЕИ

Founded in 1969, the National Museum of Modern and Contemporary Art, Korea (MMCA) was transformed into an executive agency in 2006 and became the subject of performance management. The purpose of this study is to understand the historical and contextual background of performance management reform in South Korea and its application to MMCA, and also to analyze the mechanism of performance evaluation and its consequence on the management of a national art museum. For the analysis, MMCA’s annual reports, performance evaluation records, public announcements and proposed schemes of previous directors, and other related news, articles and available information from 2007 to 2017 were collated, and the changes in performance evaluation measures (by index weight) were chronologically compared, reorganized and interpreted in regard to the internal situation of the museum and its directorship. The main finding was that overtime performance index weight in the evaluation result shows a growing emphasis on the directorship term related, urgent and more quantifiable performance goals, which are in support of the further reform of MMCA as a corporate entity. Also, the changes in evaluation composition signal a trend that the most prioritized task of each directorship term differed, and this ultimately caused less quantifiable performances, such as art collection and research related tasks, to weaken in emphasis as part of the performance. In conclusion, the performance management of MMCA from 2007 to 2017 had a beneficial side in promoting the result-based performance specifically and had functioned as a governing tool that effectively engaged and pressured certain urgent tasks to completion, but it also had a weakness in keeping the long term stability of directorship and provoking the continuous development of all parts of art related core competency. The consequence of performance management can be argued as limiting the understanding/evaluation of directorship competency to the achievements that are distinguished and identifiable, therefore the result is difficult to argue for its justification and sufficiency as a representable score of the art museum performance.