Public Sector Performance Management Research Articles

A CONTINGENCY APPROACH TO PUBLIC SECTOR PERFORMANCE MANAGEMENT: THE CASE OF THE CANADIAN INTELLIGENCE COMMUNITY

On November 13, 2023, Dr. Joe Faragone presented A Contingency Approach to Public Sector Performance Management: The Case of the Canadian Intelligence Community for this year’s West Coast Security Conference. The presentation was followed by a question-and-answer period with questions from the audience and CASIS Vancouver executives. The key points discussed were the limitations of universalistic performance management approaches, the critical need to reassess NPM reforms in Public Administration, and the necessity to explicitly define the distinctiveness of the Intelligence Community.
 
 Received: 12-11-2023
 Revised: 01-26-2024

Expanding public sector performance measurement and management research with actor-centred approaches in new institutionalism

PurposeIn his 2022 paper, in the Journal of Public Budgeting, Accounting and Financial Management, Sven Modell reviews and reflects on the public sector's institutional research dealing with performance measurement and management (PMM) over the past decade. Modell suggests potential extensions of this body of research. This paper seeks to contribute to the path that Modell initiated. It offers directions in which institutional theory might contribute further to research on agentic aspects of PMM in the public sector.Design/methodology/approachThe paper is a rejoinder emphasizing how institutional theory could further nurture reflection on PMM research in the public sector. The authors draw upon Modell's article and ongoing research in the institutional theory field.FindingsModell insists that institutional research on PMM in the public sector should explore the constitutive effects of PMM practices while conceiving such practices as institutionally embedded phenomena. The authors seek to extend this approach by considering the role of agency in institutional processes. To do this, the authors build on recent institutional research on agency, discussing how those new conceptualizations could nurture and develop the understanding of PMM practices in the public sector. The authors further discuss implications for coupling and decoupling as sites of agency. Such literature is relevant for examining emerging themes in public-sector accounting because it allows the authors to better conceptualize the underlying mechanisms of agency in the context of public service provision characterized by institutional complexity.Originality/valueThis paper details several implications of the current developments in new institutional theory in examining agency in the relationship between institutions and PMM, pointing at the case of decoupling. In so doing, the authors seek to stimulate a constructive exchange between public-sector accounting and a broader institutionalist body of research and suggest ways of extending the PMM research agenda.

The inefficacy of accrual accounting in public sector performance management: Evidence from an emerging market

The inefficacy of accrual accounting in public sector performance management: Evidence from an emerging market

Analysis of Performance Management Systems in Military

This article uses literature studies and interviews to find out the extent to which the performance management systems and practices commonly found in non-military public sector organizations are also applied within a military organization with the Yonzipur 9/LLB Divif 1 Kostrad case study. To this end, in the first stage the researcher conducted an analysis of twenty selected articles related to the topic of performance management to find out the key elements in public sector performance management in general. Furthermore, researchers conducted interviews with a number of speakers from both the military and public sector human resources experts to enrich the results of the analysis. In general, military organizations as well as public organizations in general have performance management systems and practice a number of key elements of performance management systems including, among others: Performance planning, determination of performance targets, implementation, performance feedback, rewards and recognition. However, military organizations have their own peculiarities as implications of the existence of a rigid command system and organizational culture. This research is expected to be able to contribute to increasing understanding of performance management practices in military organizations while knowing the uniqueness of Kostrad as a military organization compared to other public sector organizations.

Innovation of Public Sector Performance Management Mode Based on Big Data

Innovation of Public Sector Performance Management Mode Based on Big Data

Behavioural factors influencing the institutionalisation of performance management in the Ghanaian public sector

Behavioural factors influencing the institutionalisation of performance management in the Ghanaian public sector

Behavioural factors influencing the institutionalisation of performance management in the Ghanaian public sector

Behavioural factors influencing the institutionalisation of performance management in the Ghanaian public sector

Digital Human Resources: Proposed Model

Digital human resources and knowledge management are two terms that have been in common use in recent times due to their importance to organizations. Because of the use of the words talent and knowledge that are similar in meaning, people get confused between the two terms but in fact they are different concepts that are applied in different contexts. There are many differences between digital human resources and knowledge management, which will be highlighted in this paper, in addition to suggesting a digital human resources model that organizations can guide when starting to implement the concept of on-line human resources management. References Ahmad, A., Madi, Y., Abuhashesh, M., M Nusairat, N., & Masa’deh, R. E. (2020). The Knowledge, Attitude, and Practice of the Adoption of Green Fashion Innovation journal of Open Innovation: Technology, Market, and Complexity,6(4), 107. Aljanabi, M., Shkoukani, M., & Hijjawi, M. (2020). 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Digital human resourcesfor the twenty-first century. Harvard Business Review, 86(3), 74, pp76–81 Chambers, E. G., Foulon, M., Handfield-Jones, H., Hankin, S. M., Michaels III, E. G., The war for talent, 1998 Number 3, The McKinsey Quarterly: The Online Journal of McKinsey & Co., available at: http://www.mckinseyquarterly.com/article_print.aspx? Davenport T, Grover V. Special issue on knowledge management. Journal of Management Information Systems 2001; 18(1). Davenport T, Prusak L. Working knowledge. Cambridge, MA: Harvard Business School Press; 1998. Hammouri, Q. M., Abu-Shanab, E. A., & Nusairat, N. M. (2021). Attitudes Toward Implementing E-Government in Health Insurance Administration. International Journal of Electronic Government Research (IJEGR), 17(2), 1-18.‏‏ Hammouri, Q., & Abu-Shanab, E. (2017). Exploring the factors influencing employees' satisfaction toward e-tax systems. International Journal of Public Sector Performance Management, 3(2), 169-190.‏ Hammouri, Q., Almajali, D. A., Nusairat, N., & Saraireh, S. (2020). Determinants of Users’ Satisfaction with Mobile Apps. International Journal of Advanced Science and Technology, 29(3), 14613-14624.‏ Hammouri, Q., Altaher, A. M., Rabaa’i, A., Khataybeh, H., & Al-Gasawneh, J. A. (2022b). Influence OF Psychological Contract Fulfillment on Job Outcomes: A Case of the Academic Sphere In Jordan. Problems and Perspectives in Management, 20(3), 62-71. Hammouri, Q., Atobishi, T., Altememi, A., Al-Zagheer, H., & Khataybeh, H. (2022a). The impact of investing in Big Data Analytics (BDA) in enhancing organizational agility and Performance. Central European Management Journal, 30(4), 1090-1093.‏ Hanandeh, A., QaisHammouri, D., RaedHanandeh, D., & Hanandeh, R. (2021). Outsourcing and Job Performance: The Perspectives of Organizational Structure and Culture. Turkish Journal of Computer and Mathematics Education (TURCOMAT), 12(6), 4378-4387.‏ Housel T, Bell A. Measuring and managing knowledge. New York: McGraw Hill; 2001. Liebowitz J. Knowledge management: learning from knowledge engineering. Boca Raton, FL: CRC Press; 2001. Liebowitz J. Lessons learned in developing knowledge management strategies for the Government. New Jersey: KM World, Information Today, Inc; 2001. Majali T, Azizah O, Alsoud S, Barakat S. Use of social media in Promoting Breast Cancer Awareness among Malaysian Women of Generation Y: A Conceptual Framework, Multicultural Education Volume 7, Issue 2, 2021. Schreiber, A. T., Schreiber, G., Akkermans, H., Anjewierden, A., Shadbolt, N., de Hoog, R., ... & Wielinga, B. (2000). Knowledge engineering and management: the CommonKADS methodology. MIT press.‏ Virgillito, A. (2007). Requirements for knowledge transfer in hospitals: How can knowledge transfer be supported in hospitals?.‏ White D, Fortune J. Current practice in project management: an empirical study. International Journal of Project Management 2002; 20(1). 198 J. Liebowitz, I. Megbolugbe / International Journal of Project Management 21 (2003) 189–198. Wony, K.Y.& Aspinwall, Elaine. (2004). Characterizing Knowledge Management in small business environment, Journal of Knowledge Management, Vol. 8 No.3.

The Impact of Economic Growth on Unemployment in Jordan during the period 1980-2022

The Impact of Economic Growth on Unemployment in Jordan during the period 1980-2022

Explaining the status of participation of experts and NGO’s in Iran’s public sector performance management

هدف: حکمرانی مشارکتی، بدون توجه به مقوله‌های مشترک زمینه‌ای آن به سختی اتفاق خواهد ‌افتاد. این مطالعه تلاش دارد با واکاوی وضعیت موجود، به تبیین پیش‌زمینه‌ها و چالش‌های مشارکت خبرگانی کمک کند و با ایجاد تصویری جامع از متغیرهای مؤثر بر این مشارکت، زمینه تحقق اقدامات متعالی در حوزه مشارکت خبرگانی را فراهم سازد. روش: روش پژوهش، کیفی و وضعیت موجود با رویکرد گلیزری از راهبرد نظریه داده‌بنیاد، مدل‌سازی شده است. با 21 نفر از ارزیابان، مدیران ارزیابی و خبرگانی که در فرآیند مدیریت عملکرد سازمان‌های دولتی مشارکت غیررسمی داشته‌اند، مصاحبه نیمه‌ساختاریافته انجام و داده‌ها، کدگذاری و بر اساس خانواده کدهای شش‌سی، مدل‌سازی شد. یافته‌ها: از تحلیل مصاحبه‌ها، 388 کد، 81 مفهوم و 24 مقوله ظهور یافت. «عدم مشارکت خبرگان و تشکل‌های مردم‌نهاد»، به‌منزله پدیده محوری معرفی شد و مقوله‌های «فقدان زیرساخت مشارکت»، «بی‌اعتمادی به اثربخشی»، «تعارض منافع خبرگان» و «نخوت بوروکراسی» به-منزله علل، «ضعف سازه‌های مشارکت»، «تعارض منافع بوروکرات‌ها» و «نهفتگی اداره» به منزله تغییرات همگام، «ریشه‌های عدم مشارکت»، «انقباض سیاسی» و «جاذبه نماد» به منزله زمینه، «عدم توسعه شبکه خبرگانی»، «پیچیدگی عملیات دولت» و «عدم یکپارچگی در حکمرانی» به منزله شرایط، «خلاء خبرگی»، «روزمرگی بوروکراتیک»، «نگرش جزیره‌ای به ارزیابی»، «عدم پاسخگویی مدیران» و «خلاء مشارکت اجتماعی» به منزله اقتضائات، «چالش اثربخشی»، «شکاف تحلیلگران و مجریان خط‌مشی»، «نابینایی اداری»، «آنتروپی اداری» و «عدم توانمندی خبرگان» به منزله پیامدهای عدم مشارکت خبرگان و تشکل‌های مردم‌نهاد معرفی شدند. نتیجه‌گیری: در این پژوهش با تحلیل مؤلفه‌های مؤثر، وضعیت موجود مشارکت خبرگان و تشکل‌های مردم‌نهاد در مدیریت عملکرد بخش عمومی از نگاه سه مجموعه خبره و مطلع نسبت به فرآیند مدیریت عملکرد دستگاه‌های اجرایی کشور، واکاوی و در قالب مدل مقاله ارائه شده است. راهکارهای پیشنهادی نگارندگان براساس مقوله‌های احصا شده، می‌تواند زمینه‌ساز ارتقاء سطح مشارکت خبرگان و تشکل‌های مردم‌نهاد در مدیریت عملکرد بخش عمومی باشد.

TANTANGAN MEMBANGUN MANAJEMEN DAN PENGUKURAN KINERJA SEKTOR PUBLIK DI INDONESIA

Management and performance measurement in the public sector are inherently more complex compared to the business sector. Conflicting values such as politics and abstract performance targets make public sector performance management and measurement have distinctive points with different challenges as well. This study aims to describe the various challenges that occur in the context of developing management and performance measurement of the public sector in Indonesia after the implementation of The Law Number 5 of 2014 concerning Civil Servants. The researcher applied a literature study by conducting literature inclusion on two main bases, namely internal and external problems in management and public sector performance measurement. In the end, there are four challenges that must be considered in order to further improve the management and performance measurement of the public sector in Indonesia, namely managing the good and bad impacts of management and performance measurement, managing bias and independence of performance appraisal, managing performance during times of disruption and pandemic and managing the performance of the millennial generation.

VIEŠOJO VALDYMO EVOLIUCIJA XXI AMŽIUJE: PRIEŽASTYS, STRUKTŪRA, POVEIKIS

Over the period of two decades of public governance evolution, the public sector researchers focused on the main elements of new public management evolution to new public governance as modern stage of public administration theory and administrative practice. The methodology of public governance consists of various ideas, paradigms, analytical methods, models and constructs. Such collection represents the logic of public governance problem research in the modern public sector changes, reforms, modernization at the beginning of twenty first century. This study on the basis of meta-analysis, theoretic modelling, classification, interpretative method has the task to explore the main reasons, structures and impacts of public governance evolution to the development of public policy decision making, intersectional integration, creation of hybrid form of organization networks, quality of socially oriented governance and implementation of more effective strategic planning role modelling the new constructions of performance management in public sector. KEY WORDS: public governance, evolution of governance, modernization of governance, changes, decomposition of evolution. DOI: http://dx.doi.org/10.15181/tbb.v67i2.843

Performance management in the Vietnam public sector: The role of institution, traditional culture and leadership

ABSTRACT Employee performance management (PM) is often promoted as an innovation to improve public sector performance, but globally is hard to implement. Vietnam, like other transitional countries, faces added implementation problems; PM conflicts with aspects of traditional culture and its public sector lacks accountability. This mixed methods study is based on a research sample of 322 participants from 29 Vietnamese public organizations. Results show that accountability positively impacts PM innovation, and that interpersonal relationships, rooted in traditional cultures, negatively impact it. Servant and entrepreneurial leadership styles moderate these relationships. This study contributes by adding clearer understanding of these factors that have relevance to studies of public sector HRM, accountability and leadership.

Linkage between Leaders’ Behaviour in Performance Management, Organisational Justice and Work Engagement in Public Sector

In the last decade, leaders’ behaviour in performance management has been gaining increasing attention, arguing that it is beneficial in terms of improved employee attitudes, behaviour, and performance in the public sector. However, empirical support for such claim is still scant. Given the relevance of work engagement and organisational justice in the public sector and acknowledging a worldwide employee engagement crisis, the paper aims at revealing the linkage between leaders’ behaviour in performance management, organisational justice, and employee engagement in the public sector. In doing this, quantitative data were collected in a survey from employees working in the public sector in Lithuania (299 responses). The findings showed that goal setting and feedback had a significant and positive effect on employee engagement, supporting the theoretical notion that leaders’ behaviour in performance management was crucial in engaging people. As it was expected, goal setting and feedback had a positive effect on organisational justice; meanwhile, organisational justice significantly and positively predicted employee engagement. Turning to the mechanism by which leaders’ behaviour influences work engagement, it seems that organisational justice partly mediated the relationships between goal setting and employee engagement and fully mediated the relationships between feedback and work engagement. These findings affirm that public sector should strive for improving the leaders’ behaviour in performance management as it in turn might impact overall organisational performance.

Decision support system for flood risk assessment and public sector performance management of emergency scenarios

Decision support system for flood risk assessment and public sector performance management of emergency scenarios

Shared-knowledge, Transparency, and Accountability: In Enabling State-Society Relations Governance on COVID-19 Resilience Building Societies

This policy brief examines shared-knowledge, transparency and accountability to improve enabling state-society relations on COVID-19 resilient building governance and takes into account the impact on third-country nationals (TCNs) in Austria, Finland, Czechia, and Lithuania. Existing research pointed to state-society relations as decentralised multi-stakeholder governance in public service reform for sustainable resilience building societies. However, the governance faced budgetary constraints and low public sector performance management. Although the relational governance shows certain public authorities have failed and/or ineffective to administer and achieve a range of public policy goals, there is still little policy study research in Nordic, Baltic, Central Eastern European- CEE and Central Western European countries explaining the improvement of state-society relations model on COVID-19 resilient building societies and its impacts to TCNs’ in the selected entities. Based on a qualitative cross-country oriented research approach with fewer country com­parisons, primary data from the authors of this policy paper research, documents, published and unpublished scholarly texts are collected and analyzed with document and content analysis techniques. The findings indicates insufficient shared-knowledge for responsive decision to local concerns, lack of diverse interests groups’ consultations, and quality service delivery often not transparent that infringe the core values of trust, public accountability, mutual responsibilities, and citizens’ participation in effective public service relational governance implementation and impact TCNs and ethnic minorities peoples’ COVID-19 crisis-related resilient in the selected entities. This policy brief recommends shared-knowledge for open access to relevant information, mutual corporate responsibilities between government, public and private organization policy for public interest, diversify migrants communities involvement in policy consultation for open democracy, rebuilding of bureaucrats’ professional capacity to ensure commitment and increase public service staff, and legislation to set specific working ethics and values compatible with public interest that combine honesty, integrity, transparency, accountability, and fair equal treatment of citizens (especially from heterogeneous minorities subgroups) in the formulation, implementation, and delivery of public care to sustain COVID-19 resilient building societies. Not meeting these marginal policy adjustments and recommendations may intensify the reinforcement of public service distrust and corruption, deepen political and /or social inequalities, jeopardize open democracy, and impair sustainable COVID-19 resilient building societies.

Influence of Performance Appraisal on Performance of Civil Servants in Kenya

This article is part of a doctoral project entitled “Results-Based Management and Performance of Civil Servants in Kenya”. The purpose of the article is to determine the influence of performance appraisal on performance of civil servants. During the last three decades performance appraisal has become a popular instrument in public sector reform agenda under the New Public Management which is results-driven. Its application has since become an important human resource management practice in the public sector performance management systems. The underlying aim is to foster organizational and individual efficiency and effectiveness in the public sector. Applying both descriptive survey and case study designs with a mixed research strategy, the study found that performance appraisal has a significant positive influence on performance of civil servants in Kenya. This means that, when performance appraisal process is effective, civil servants learn about themselves; gaining sense of personal worth, become more knowledgeable about their tasks, and more imperatively they learn about what are mostly valued by the employer. The study recommends for pragmatic use of performance appraisal since has significantly and positively influenced the performance of civil servants in Kenya.

Influence of Performance Appraisal on Performance of Civil Servants in Kenya

This article is part of a doctoral project entitled “Results-Based Management and Performance of Civil Servants in Kenya”. The purpose of the article is to determine the influence of performance appraisal on performance of civil servants. During the last three decades performance appraisal has become a popular instrument in public sector reform agenda under the New Public Management which is results-driven. Its application has since become an important human resource management practice in the public sector performance management systems. The underlying aim is to foster organizational and individual efficiency and effectiveness in the public sector. Applying both descriptive survey and case study designs with a mixed research strategy, the study found that performance appraisal has a significant positive influence on performance of civil servants in Kenya. This means that, when performance appraisal process is effective, civil servants learn about themselves; gaining sense of personal worth, become more knowledgeable about their tasks, and more imperatively they learn about what are mostly valued by the employer. The study recommends for pragmatic use of performance appraisal since has significantly and positively influenced the performance of civil servants in Kenya.

Kinerja Sistem Informasi Manajemen Pelayanan Publik Pemerintah Kota Pekalongan

The City of Pekalongan is one of economic growth hubs in Central Java. Pekalongan possesses a classic issue like an overweight and inefficient bureaucracy, lack of innovation, dissatisfaction of public service, and so on. The government then proceeds digital-based budget so that it succeeds to push public spending. This paper aims to provide an overview of Pekalongan City Government Performance Management in implementing Management Information Systems (MIS) for Public Services. The analysis uses various theoretical perspectives on public sector performance management, public services and public service performance innovation. This research is a descriptive study with data collection techniques using non-reactive content analysis through secondary data and documents that already exist. The analysis shows that the application of technology to the Pekalongan City government innovation performance can save energy, time and budget. Performance monitored through the system from planning to implementation can be monitored through information technology innovation. Thus, an efficient, fair, responsive, accountable public service system can be more easily achieved.

Decision Support System for flood risk assessment and public sector performance management of emergency scenarios

Natural calamity causes enormous destruction to human beings as well as to their properties. Continuously, the earth has been threatened and affected by different calamities such as flood, earthqua...