Beyond feedback control: the <i>interactive</i> use of performance management systems. Implications for process innovation in Italian healthcare organizations

Demartini, Chiara; Mella, Piero

doi:10.1002/hpm.2177

Cited by 18 publications

(17 citation statements)

References 73 publications

(100 reference statements)

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“…It is generally known that the performance of any system, and thus of any organization or firm, depends on the structure through which the processes are carried out (Lindbergh, Larsson, & Wilson, 2004). Thus, any judgment on performance must always be linked to that of the structure on which the performances depend (Jacobs & Manzi, 2000;Boland & Fowler, 2000;Demartini & Mella, 2013). For this reason, the performance indicators cannot be used separately from those of the structure.…”

Section: The Three Methodologies Adoptedmentioning

confidence: 99%

Synthetic Performance Indicators for Residential Housing Agencies

Mella

Navaroni

Pellicelli

2014

UCPA

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Many public administrations produce and distribute public services through a number of similar local autonomous organizations, or institutions, operating in different parts of the territory assigned to them under a centralized authority. Examples of this are the public residential housing institutions, the institutions for waste disposal, health care institutions, and education institutions. The problem arises regarding the evaluation of the performance of these local organizations and institutions not in absolute but in relative terms, in order to determine what incentives or sanctions should be meted out to them. This study presents the methodological problems, the data analysis, and the initial results of the method adopted by the Lombardy Region to create a system of performance indicators that will permit an automatic ranking of the Residential Housing Agencies in Lombardy (ALER) according to their performance, based on information from their balance sheets. A performance index was devised by rationally combining the results of three different analyses: position analysis, ranking analysis, and scoring analysis. The results allowed the central administration to: (1) motivate the managers of the local units through a system of performance-based incentives; (2) aggregate poorly performing local units or outsource inefficient functions; and (3) create competition among local units and raise overall performance levels.

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Section: The Three Methodologies Adoptedmentioning

confidence: 99%

Synthetic Performance Indicators for Residential Housing Agencies

Mella

Navaroni

Pellicelli

2014

UCPA

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“…Therefore, managers will be satisfied if they perceive the PMS as an enabling factor for their PMD. This region was chosen for the unique features that make it a best practice in terms of efficiency and PMS (Demartini and Mella, 2014). The responsibility centre was selected as the organisational unit of analysis.…”

Section: Sample Selection and Data Collectionmentioning

confidence: 99%

“…In the public sector, the use of subjective performance measures has been found to be useful by the user, especially when controlled against external verification (Andersen et al, 2016). The management literature is rather lacking in evidence regarding manager satisfaction with subjective (objective) performance measures in budgeting and non-financial PMSs (Demartini and Mella, 2014). Since there are contradictory findings, this study cannot predict the sign of the relationship, and, therefore, the paper tests the following:…”

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confidence: 91%

Fad and fashion? The relevance of subjective performance measures

Demartini

Trucco

2018

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Purpose The purpose of this paper is to investigate the effect of the use of subjective (objective) performance measures on relevant organisational outcomes, namely perceived managerial discretion (PMD) and manager’s satisfaction with the performance measurement system (PMS). Furthermore, the paper analyses the indirect link between subjective vs objective measures and managers’ satisfaction through PMD. Design/methodology/approach To test the research hypotheses, a paper-based questionnaire was sent to Italian health care managers in Lombardy. Thus, a PLS-SEM analysis was performed on a data set of 97 Italian health care managers. Findings Empirical findings showed that objective measures are more capable of supporting the managerial perception of discretion when compared to more subjective ones such as “fads” and “fashions”, and that managers are more satisfied with the PMS when it is grounded on objective measures rather than subjective ones. Originality/value The paper operationalizes and empirically tests the measure of PMD, linking this to antecedents and consequences. It also extends the literature on subjectivity in the PMS, since it develops new knowledge on the choice between subjective and objective measures by applying this choice to a variety of PMS, whereas prior literature on objective vs subjective measures has mainly focussed on performance evaluation.

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“…To address efficiency and quality of service, managers need the information provided by management control systems. These systems can comprise all techniques and routines of a hospital to ensure efficient and proper managerial behaviour of organizational participants [ 3 , 8 , 9 ]. Management control systems may provide managers with different types of data related to performance, such as narrowly oriented information (i.e., historical, financial, short-term, and internal) and broadly oriented information (i.e., forecasted, non-financial, long-term, and external) [ 10 ].…”

Section: Introductionmentioning

confidence: 99%

Management Control Systems and Clinical Experience of Managers in Public Hospitals

Lunkes

Naranjo‐Gil

López-Valeiras

2018

IJERPH

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Healthcare authorities are encouraging managers in hospitals to acquire clinical experience and knowledge in order to better carry out and coordinate healthcare service delivery. The main objective of this paper is to analyse how the clinical experience of hospital managers is related to public health institutions’ performance. It is proposed that the effect of the clinical experience on operative and financial organizational performance is indirect through the mediating variables of perceived utility of management information and horizontal management control system. This paper analyses how these variables impact hospital performance through the data from a survey sent to 364 hospital managers in Brazil. The results show that managers’ clinical experience is related to higher perceived utility of historical, financial, short-term, and internal information, but not with horizontal control adoption in hospitals. Furthermore, our results show that, in hospitals, perceived utility of forecasted, non-financial, long-term, and external managerial information positively affects hospitals’ financial performance, while adoption of horizontal control management positively affects operational performance. Through showing evidence that clinical background could explain the differences not only in hospital service management but also in information capabilities and management control processes, this study offer meaningful implications for healthcare authorities and hospital managers involved in the development and implementation of strategies in the health sector.

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Beyond feedback control: the interactive use of performance management systems. Implications for process innovation in Italian healthcare organizations

Cited by 18 publications

References 73 publications

Synthetic Performance Indicators for Residential Housing Agencies

Synthetic Performance Indicators for Residential Housing Agencies

Fad and fashion? The relevance of subjective performance measures

Management Control Systems and Clinical Experience of Managers in Public Hospitals

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