A Serious Game: Performance Management in Italian Ministries

Rebora, Gianfranco; Ruffini, Renato; Turri, Matteo

doi:10.1080/01900692.2016.1201103

Cited by 9 publications

(10 citation statements)

References 26 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…These phenomena have been highlighted by many authors, such as Pollitt in 2003and Diefenbach in 2009or, in relation to the Italian case, Capano in 2003and Rebora et al in 2017 These facts are particularly marked in the presence of incentives and reward mechanisms (Speklé & Verbeeten, 2014;Van Bockel & Noordegraaf, 2006).…”

Section: Discussionmentioning

confidence: 94%

“…The main difficulties are the highly volatile economic and political contexts in which public administrations operate, as well as the possibility of managing public services in terms of objectives. Measuring performance is so complex as to require a constant renegotiation of the initial goals (Barbato, Salvadori, & Turri, 2018;Barbato & Turri, 2017;Rebora, Ruffini, & Turri, 2017). The so-called multitasking problem (Holmstrom & Milgrom, 1991) presents additional difficulties, as objectives appear to be structurally ambiguous.…”

Section: Incentives In Public Administrationsmentioning

confidence: 99%

“…For example, ad hoc evaluation committees were created to guarantee the reliability of the managers' performance assessments, carry out individual performance reviews, avoid undifferentiated distribution of financial resources, implement distribution of resources based on highly selective criteria, introduce audits by governmental bodies, and introduce audits (and potential sanctions) by the Italian Court of Auditors, especially for HR managers. Despite this effort and some doubtless improvements, both the government and public opinion remain dissatisfied with PRP implementation in the public sector (Mussari & Ruggiero, 2010;Rebora et al, 2017).…”

Section: Prp In Italian Public Administrationsmentioning

confidence: 99%

“…At the same time, the global financial crisis pushed the Italian Government to freeze public salaries by freezing collective labor agreements. This has strongly inhibited the adoption of variable remuneration systems, though the implementation of these systems would have been easier had there been more financial resources available (Rebora et al, 2017). Collective bargaining resumed in 2016, and the government introduced further norms regarding variable remuneration, specifically collective incentives.…”

Section: Prp In Italian Public Administrationsmentioning

confidence: 99%

See 3 more Smart Citations

Is merit pay changing ethos in public administration?

Ruffini

Modarelli

Sferrazzo

et al. 2020

Cogent Business & Management

Self Cite

View full text Add to dashboard Cite

This article aims to explore the changes in the organizational culture of public administrations following the implementation of performance-related pay-PRP systems. The work explores the switch to an explicit remuneration system through the implementation of incentives and focuses on the effects, positive or negative, this has had on the ethos of public administrations. Data from a survey carried out among private and public employees in a specific area of Southern Italy are used to analyze how the shift from an implicit to an explicit remuneration system has impacted the public servants' ethos. Due to the application of PRP, public servants are now expected to be compensated based on their performance. The ineffective management of incentives in public administrations affects the intrinsic motivation of public employees and may lead to moral disengagement. While the previous literature has focused on the practical challenges and limitations of PRP, less has been written about how PRP has changed the culture of public administrations. This article shows how PRP can change the traditional ethos of ABOUT THE AUTHORS

show abstract

Section: Discussionmentioning

confidence: 94%

Section: Incentives In Public Administrationsmentioning

confidence: 99%

Section: Prp In Italian Public Administrationsmentioning

confidence: 99%

Section: Prp In Italian Public Administrationsmentioning

confidence: 99%

See 2 more Smart Citations

Is merit pay changing ethos in public administration?

Ruffini

Modarelli

Sferrazzo

et al. 2020

Cogent Business & Management

Self Cite

View full text Add to dashboard Cite

show abstract

“…This entails a dialogue between entities with oversight over the process, along with providing clear and purposeful guidelines to administrations that are involved. Other studies (Bianchi and Xavier 2017;Rebora et al 2017) have also listed a rigid, top-down bureaucratic culture among the reasons for the limited diffusion of actual performance budgeting in the Italian context. Our study points towards the importance of establishing clear and shared principles for processes and information flows in order for these to ensure accountability, before opening up to the possibility of customized and more refined approaches to performance-informed budgeting.…”

Section: Discussionmentioning

confidence: 99%

Performance Budgeting in Context: An Analysis of Italian Central Administrations

Savignon

Costumato

Marchese

2019

Administrative Sciences

View full text Add to dashboard Cite

The impact of financial austerity in many countries and the need to set the direction for governments have radically changed several aspects of Public sector management (Rubin and Willoughby 2014; Anessi-Pessina et al. 2016). A central component of this effort to transform public management involves using strategic planning and performance measures for budgeting decisions (Joyce 1997). Over the last decade, there has been an increase in the use of performance budgeting at the national as well as at subnational and local level, with varying approaches and results across countries (Bleyen et al. 2017; OECD 2017). This article analyzes the dynamics of strategic planning and performance management practices in relation to the budgeting processes in the context of the Italian central government, with the aim of evaluating whether a predominant integration model is apparent in relation to those used in different countries at the OECD level. Starting in 2009, reforms concerning the implementation of performance management tools in the Italian public sector have been promoted and revised, although the need to fully integrate the performance and budgeting processes looks urgent. Based on data from Italian Ministries, this article analyzes the type of relationship and the degree of coherence between adopted strategic plans and budgets. The results show the persistence of a prevalent misalignment between planning and budgeting. Data that were collected from the analysis of strategic plans and budgets from ten Ministries depict a patchy situation, in which some ministries integrate the processes defining a consistent and comparable model, while some others do not. In the conclusions, areas for improvement of the process are identified, while providing policy implications.

show abstract

Public Sector Performance-Based Budgeting in Italy

Mauro

2019

Performance-Based Budgeting in the Public Sector

View full text Add to dashboard Cite

A Serious Game: Performance Management in Italian Ministries

Cited by 9 publications

References 26 publications

Is merit pay changing ethos in public administration?

Is merit pay changing ethos in public administration?

Performance Budgeting in Context: An Analysis of Italian Central Administrations

Public Sector Performance-Based Budgeting in Italy

Contact Info

Product

Resources

About