Performance Management in Local Government: Is Practice Influenced by Doctrine?

Ammons, David N.; Roenigk, Dale J.

doi:10.1080/15309576.2015.1006461

Cited by 46 publications

(67 citation statements)

References 53 publications

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“…Ohemeng (2011) and Kim & Kang (2016) note that there are several problems which tend to affect the legislation of PM in organisations and some structural problems are most significant because they only focus on measuring and improving technical quality while the quality of the inputs and outcomes of organisational goals are downplayed (Kim and Kang, 2016). This implies that there might be a systemic issue related to the challenges and the uncertainty that affect PM implementation in local government agencies (Ammons and Roenigk, 2015).…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

“…By examining the success and the challenges of PM, this study hopes to see what these differences mean in the context of a developing country's institutionalisation of PM. It is useful to note that there are limited studies explaining the challenges and performance of local government authorities (Ammons and Roenigk, 2015;Baird et al, 2012;Rogers, 1990;Sanderson, 2001). In addition, most of these studies focus on the content, goals and performance measurement systems (Kim and Kang, 2016).…”

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

“…PM is defined as a process of managing individual and organizational performance (Armstrong and Baron, 1998), economic rationality for ensuring efficiency and effectiveness (Ter Bogt, 2008). ISSN 2162-3058 2017 Research indicates that an effective PM is through goal setting (Ammons and Roenigk, 2015;Latham et al, 2008) and development of results-oriented performance measures (Taylor andTaylor, 2014;Cavalluzzo and Ittner, 2004).…”

Section: Literature Reviewmentioning

confidence: 99%

“…This is troubling because there are other areas such as the developmental aspect, the resource capacity of organizations which affect performance indicators have received less attention in the literature (Heinrich, 2007). The plausible reason for this type of focus in the literature may be that goal setting and strategic planning has direct effective on performance (Latham et al, 2008;Ammons and Roenigk, 2015). However, quantitative measurement tells us little about what challenges affect the outcomes of PM goals.…”

Section: Introductionmentioning

confidence: 99%

“…Undoubtedly, designing an effective PM in local government institutions may help reduce uncertainty of local level service delivery, however, it is the single most important challenge facing local government entities and central government agencies in this era (Ammons and Roenigk, 2015;Baird et al, 2012;Nurkholis et al, 2014). It is difficult to explain if PM affects organizational performance, yet, research suggests that some public and local government authorities can improve their service delivery through PM initiatives (Brignall and Modell 2000;Waal and Counet, 2009).…”

Section: Introductionmentioning

confidence: 99%

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Performance Management as an Alternative Tool for Local Governance: Evidence from Ghanaian Local Government Sector

Abane

Phinaitrup

2017

IJHRS

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The benefit of performance management is to have value for money and make local authorities more responsive to the needs of the grassroots. Therefore, the study addresses the perceived challenges which have been taken-for-granted in institutionalising performance culture at the local level in the context of sub-Sharan Africa. The purpose of this research is to investigate the progress and challenges affecting the institutionalisation of performance management in local government authorities to understand how these impediments impacts on performance culture in local governance. Using two major secondary data sources from Local Government Service, the study analyzes the contents of four key performance areas and the performance rating of local government authorities in Ghana . The study finds evidence to support that performance management may be an alternative tool to enhance the performance of local authorities. However , insufficient resource allocation, the absence of performance improvement programs and involvement of employees remains a challenge.

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Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Section: International Journal Of Human Resource Studiesmentioning

confidence: 99%

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Performance Management as an Alternative Tool for Local Governance: Evidence from Ghanaian Local Government Sector

Abane

Phinaitrup

2017

IJHRS

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Vision Zero and Other Road Safety Targets

Björnberg

2022

The Vision Zero Handbook

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Every year, around 1.3 million people are killed on the road and another 20–50 million are severely injured. This makes road safety one of the most critical global public health issues. To address the negative trend, the international community has responded with the adoption of road safety targets. Sustainable Development Goals 3.6 and 11.2 are two examples. Also at the national level, goals and targets are increasingly used to steer work towards improved road safety. The frequent use of goals and targets in road safety policy makes it interesting to investigate under what conditions the adopted goals can be expected to be achieved. This chapter summarizes the main themes and conclusions of research that have been conducted on goal-setting in road safety policy and management to date. Drawing on previous research, it outlines and discusses a set of criteria that road safety goals should meet in order to be achievement-inducing, that is, have the capacity to guide and induce efforts towards the vision of zero fatalities and serious injuries on the road.

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