Performance Management in the Public Sector

Abstract

:Education supply in universities of most European countries has for the last ten years become a strategic matter. At present, French universities consider education supply as an investment. But they do not utilize all incentive mechanisms in order to drive their strategies.At the beginning of the year 2006, the public sector reform will tend to impose performance measurements of research and educational activities, in order to improve organizational efficiency. The aim of this reform in the French context is to provide driving elements to increase internal efficiency, social and economic impact of higher education system and to reinforce international attractiveness of public education institutions. The substitution of resources management by result management involves an agent's performance responsibility measurement. Evaluation becomes a central factor and is articulated with incentives system. The weakening of the property right system drives project bearers to maximize their utility instead of their incomes. In such a context, the understanding of individual strategies permits to understand constraints of management within universities, and to take into account the impact of stakeholders who take part in the value generation process. The major risk is to constraint the utility function of projects bearers by increasing their burden and their motivation. The result could be the limitation of the number of projects, and as well, the

How is the Use of Performance Information Related to Performance of Public Sector Professionals? Evidence from the Field of Academic Research

“…Where performance information is not used although it is available to managers, the organizational culture of academic institutions with its strong imprints of professionalism may be a barrier (Taylor, 2014). It should also be noted that performance management may serve other purposes than improving performance-holding organizations accountable to the public and improving the legitimacy of public managers and organizations (Van Dooren et al, 2015). These various purposes were not considered comprehensively, and thus the present conclusions are drawn only for relations between the use of performance information and individual performance.…”

“…KEYWORDS input control; output control; performance measurement; universities; use of performance information Performance management is at the core of public sector reforms that have spread across many Western countries and beyond (Hood, 1991;Pollitt & Bouckaert, 2017). Public organizations increasingly produce performance information to support decisions by managers and policymakers, to drive learning behaviors of organizational members, and to give account to external stakeholders (Van Dooren, Bouckaert, & Halligan, 2015). It is almost a truism that an ultimate goal of performance management is the improvement of performance, although it may serve more purposes than that.…”

Is the ability of politicians to act as representatives between elections hampered in systems inspired by NPM?

“…Today performance measurement constitutes a core element in public management systems all over the world, at the local, national, regional and international level (e.g. Pidd 2012;Van Dooren, Bouckaert, and Halligan 2015).…”

Public Bureaucracy and Climate Change Adaptation

“…Public bureaucracies inevitably play a crucial role in governing global challenges. There exists an extensive literature that sheds light on how public bureaucracies are organized, and how their organization and internal rules in turn affect their performance (Lan & Rainey, ; Peters, ; Van Dooren, Bouckaert, & Halligan, ). This is often captured in the concept of “administrative traditions” (Peters, ).…”