Does Management Performance Impact Citizen Satisfaction?

Im, To Bin; Lee, Seung Jong

doi:10.1177/0275074011408589

Cited by 35 publications

(24 citation statements)

References 41 publications

(57 reference statements)

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“…Bovaird, 2008;Radin, 2006), our findings suggest that, in the context of Flemish pupil guidance centers, strategic planning and performance management are positively related to strategic-decision quality. These findings tie in with other empirical studies that identified benefits associated with the adoption of rational planning practices in public organizations worldwide, including Canadian public service organizations (Elbanna, Andrews, & Pollanen, 2015), US public transit agencies (Ugboro et al, 2011), English local government (Walker et al, 2010) and Seoul Metropolitan City in South Korea (Im & Lee, 2012). While the criticism towards rational planning practices in public organizations is potent, it does not, thus far, seem to result in a variety of empirical evidence that presents significant negative consequences associated with the adoption of rational planning in the public sector.…”

Section: Discussionsupporting

confidence: 81%

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

George

Desmidt

2016

Administration & Society

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This study draws on information processing theory to investigate predictors of strategic-decision quality in public organizations. Information processing theory argues that (a) rational planning practices contribute to strategic-decision quality by injecting information into decision-making and (b) decision-makers contribute to strategic-decision quality by exchanging information during decision-making. These assumptions are tested upon fifty-five Flemish pupil guidance centers. Rational planning practices are operationalized as strategic planning, performance measurement and performance management. Information exchange by decision-makers during decision-making is operationalized as procedural justice of the decision-making process. Results suggest that procedural justice, strategic planning and performance management contribute to strategic-decision quality while performance measurement does not. KeywordsRational planning, decision-making, strategic planning, performance measurement, performance management, procedural justice 2 IntroductionIn the slipstream of new public management, rational planning has conquered the public sector by storm (Boyne, 2001;Bryson, 2010). Rational planning is a theoretical framework of strategic management that centers on a rational approach to strategy formulation through strategic planning and strategy implementation through performance measurement and performance management (Andrews, Boyne, Law, & Walker, 2009b;Poister, Pitts, & Edwards, 2010). Rational planning has been the subject of several legislative provisions worldwide such as Best Value in the UK and the Government Performance and Results Act in the US (Bovaird, 2008; Boyne, GouldWilliams, Law, & Walker, 2004;Poister & Streib, 2005). Key to rational planning's popularity is the assumption that it contributes to strategic-decision quality in the public sector by offering a counterweight to political or intuitive decision-making (Boyne, 2001;Walker, Andrews, Boyne, Meier, & O'Toole, 2010). From an information processing perspective, this assumption is, at least theoretically, valid (Elbanna, 2006;Rogers, Miller, & Judge, 1999). Rational planning practices can inject information into decision-making processes by offering, for instance, focus on strategic goals, insights into the organizational environment, and insights into performance information (e.g. Boyne et al., 2004;Poister, 2005;Taylor, 2011).Although these theoretical arguments prompt the assumption that rational planning practices can be viewed as significant predictors of strategic-decision quality in public organizations, the validity of this assumption is debated. First, while several scholars have provided arguments for the effectiveness of rational planning practices in public organizations 2010). Second, the, albeit limited, empirical evidence on rational planning's effectiveness in public organizations has, so far, centered on performance-related outcomes (e.g. Andrews, Boyne, Law, & Walker, 2009a;Jung & Lee, 2013), while empirical studies focusing ...

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Section: Discussionsupporting

confidence: 81%

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

George

Desmidt

2016

Administration & Society

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“…The span of accountability was always high given the use of financial and nonfinancial measures to show a need for change. The span of support, however, was low because of a lack of shared understanding between the short-term and long-term payoffs for making this policy decision, which requires leadership and planning strategies to specifically address citizenship outcomes (Im & Lee, 2012).…”

Section: The Winston-salem Casementioning

confidence: 99%

Performance Management in Local Government: The Application of System Dynamics to Promote Data Use

Bianchi

Rivenbark

2014

International Journal of Public Administration

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The purpose of this article is to demonstrate how system dynamics can be used to enrich performance management in local government, focusing specifically on how the development of conceptual and simulation system dynamic models can foster a shared view of the relevant system among stakeholders to overcome factors that limit data use. Responding to this purpose, we present a normative case study on how key drivers can be used to foster a shared view of the residential refuse collection system for supporting policy and process changes. A major finding from our research, however, is that performance management cannot overlook the broader forces of citizenship outcomes that impact the community.Keywords: local government, performance management, system dynamics, data use INTRODUCTIONWhile some scholars have suggested that the forces of New Public Management are now in decline (Hughes, 2003), a clear success story of this reform is the use of performance measurement in the public sector for tracking the outputs and outcomes of service delivery. In fact, research has demonstrated that well-managed performance measurement systems are critical for accurately and systematically demonstrating operational accountability in governmental organizations (Rivenbark, 2007). However, we must be cautious in how we think about the use of performance measurement systems because of their two distinct parts as described by de Lancer Jules and Holzer (2001). The first part involves adoption, where public officials develop performance measures, track them over time, and report them on a periodic basis. The second part involves implementation, where public officials actually use performance information to make policy and process changes for improving service delivery.Correspondence should be addressed to Carmine Bianchi, Via Ugdulena, 1 -90100 Palermo, Italy. E-mail: bianchi.carmine@gmail.com Color versions of one or more figures in the article can be found online at www.tandfonline.com/lpad. The problem is that success is clearly more associated with adoption rather than implementation.Ammons and Rivenbark (2008) addressed this issue by studying the patterns of implementation from 14 municipalities associated with the North Carolina Benchmarking Project. While the authors concluded that the record of these municipalities actually using performance data remains modest, certain factors did emerge that promoted the move from adoption to implementation of performance measurement systems. These included the focus on the higher order measures of efficiency and effectiveness, the willingness to benchmark against other organizations, and the need to imbed performance measures within other management systems. A more recent study also suggests that managerial involvement in the Government Performance and Results Act of 1993 and the Program Assessment Tool has produced relatively few aspects of performance information use in federal agencies (Moynihan & Lavertu, 2012). This research, however, identified a number of organizational factors that incr...

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“…Conversely, UGSs, inter alia, are usually associated with the daily lives of citizens and thus make valid assessments easy for them. Im and Lee [17] found that citizen satisfaction varies with the type of service. Accordingly, the validity of citizen assessments may rely on specific assessed services themselves or more specifically on the degree of citizen familiarity with the services [4,18].…”

Section: Discussionmentioning

confidence: 99%

Citizen Assessment as Policy Tool of Urban Public Services: Empirical Evidence from Assessments of Urban Green Spaces in China

Shan

2014

Sustainability

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Efficient delivery and precision provision of urban public services concern quality of urban life and urban sustainability. Amid much debate regarding citizen assessments as a policy tool of public services, this study examines the validity of citizen assessments through user assessments of urban green spaces (UGSs) in Guangzhou, China. Users can distinguish the qualities of UGS across the dimensions and types, the assessment of individual UGSs matches the overall assessment of all UGSs in the city as a whole, and the overall assessment is only slightly influenced by personal backgrounds. Findings consistently support user assessments as a policy tool of UGSs and offer empirical evidence on the validity of citizen assessments. This positive evidence will encourage city managers to seriously consider citizen assessments and even institutionalize them as a standard management practice of (specific) urban public services, including UGSs, in China and abroad.

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Does Management Performance Impact Citizen Satisfaction?

Cited by 35 publications

References 41 publications

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

Strategic-Decision Quality in Public Organizations: An Information Processing Perspective

Performance Management in Local Government: The Application of System Dynamics to Promote Data Use

Citizen Assessment as Policy Tool of Urban Public Services: Empirical Evidence from Assessments of Urban Green Spaces in China

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