Performance management and evaluation

Hansen, Morten Balle

doi:10.4337/9781785363245.00019

Cited by 9 publications

(10 citation statements)

References 24 publications

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“…With regard to public administration, when evaluating performance, the basic concepts are the Three «E» and IOO models. The model of the Three «E» is focused on the economy, efficiency and effectiveness of public services (Hansen, 2017). The IOO model suggests that public authorities can be measured in the sequence «inputs -outputs -outcomes».…”

Section: Theoretical and Methodological Aspects Of Performance Assessmentioning

confidence: 99%

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Suleimenova¹,

Kadyrova

Kenzhebaeva³

2018

VPA

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Formation of the modern system of public administration in independent Kazakhstan since the early 1990s has been accompanied by the development and implementation of new institutions. One such institution is an institution of annual evaluation of state bodies performance as a mechanism to increase manageability and effectiveness of their activities. The article is produced on the basis of results of a section within the research work underThe article is devoted to the formation of the assessing system for government agencies' performance, the specifics of its implementation in Kazakhstan.

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Section: Theoretical and Methodological Aspects Of Performance Assessmentioning

confidence: 99%

Untitled

Suleimenova¹,

Kadyrova

Kenzhebaeva³

2018

VPA

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“…Only when there is no gap between the evaluation system and the decisions made does the systematic eff ect emerge. According to Hansen (2017), the additional features of performance measurement, as compared to evaluations, are, fi rstly, that performance measurement systems are embedded in the routines of the organization. In this sense, the performance evaluation is considered a form of "institutionalized evaluation" that, however, must not necessarily have the purpose and consequently the increase of the organization's performance.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Government agencies' performance evaluation is a key element of the New Public Management (Leoveanu 2016). Performance evaluation is considered a part of the overall performance management system and is presented as a process of quantification of the performance and eff ectiveness of actions (Salem 2003;Hansen 2017). Th ese tools motivated the government agencies to focus on the results.…”

Section: Introductionmentioning

confidence: 99%

Performance Evaluation of the Government Agencies of Kazakhstan

Suleimenova

Kapoguzov

Kabizhan³

et al. 2018

NISPAcee Journal of Public Administration and Policy

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Performance evaluation of the government agencies seems to be one of the most important issues in modern public administration. Th e countries with developed economies introduced various performance evaluation models. Th e developing countries also implement instruments to evaluate the government agencies performance. Unlike countries with developed institutional environments, the developing ones very oft en import evaluation models that have been proven in other countries. In that context, our research aimed to understand how the performance evaluation models work in countries with a developing institutional environment. Th e fact is that the performance evaluation of the government agencies shows certain results which present it in a positive way to the public. Unfortunately, these survey results do not adequately cover diffi culties and obstacles that appear in the performance evaluation introduction process. In this regard, the perception of the evaluation system by the fi rst-hand (civil servants), as well as the end entities (NGO representatives) of how the introduction of the evaluation institute contributes to improving the eff ectiveness of government agencies need to be analyzed.Th is article presents an analysis of the impact performance evaluation on performance in government agencies of Kazakhstan through interviews with civil ser-

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“…Public service performance has many dimensions (Boyne ; Hansen ). In this analysis, we use a composite performance measure based on the technological acceptance model (Davis ), which will be elaborated in the methods section.…”

Section: Leadership Ict Innovation and Performancementioning

confidence: 99%

Leading the Implementation of ICT Innovations

Hansen

Nørup

2017

Public Administration Review

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This article analyzes the associations between leadership, the implementation of information and communication technology ( ICT ) innovations, and performance. After reviewing theories and empirical evidence from the literature on leading change, ICT innovations, and performance, the authors elaborate hypotheses and test them in an analysis of the implementation of an ICT innovation in a Danish multisite hospital. In a quasiexperimental research design using panel data, survey responses from more than 2,000 employees before and after the implementation were generated, in addition to qualitative interviews with change agents. Findings indicate how differences in leadership during the ICT implementation process have an important impact on performance after the implementation. Mobilization of initial support, directive leadership through information and technical assistance, participative leadership through employee involvement, and locally adapted implementation processes are important leadership factors associated with performance. The article concludes by discussing broader perspectives of the study and implications for practice, theory, and future research. Practitioner Points• Mobilizing initial support for a new information and communication technology (ICT) system among employees tends to enhance perceived performance even in the case of severe technical problems; however, managers should strike a careful balance between mobilizing support for the ICT innovation and preparing employees for difficulties in the implementation process. • Participative leadership that involves employees in decisions concerning the practical implementation and adaptation of the ICT system enhances the perceived performance of the ICT innovation. • Directive leadership, providing adequate information and timely technical support during the implementation of the ICT system, increases the likelihood of higher perceived performance. • Adapting the implementation process to the circumstances of specific departments enhances the likelihood of higher perceived performance.

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Performance management and evaluation

Cited by 9 publications

References 24 publications

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Performance Evaluation of the Government Agencies of Kazakhstan

Leading the Implementation of ICT Innovations

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