Performance Management, Quality Management and Contracts

Rouse, John E.

doi:10.1007/978-1-349-27574-8_5

Cited by 10 publications

(8 citation statements)

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“…Also, the auditing of outcomes tends to be displaced by Butterfield et al: The NPM and the UK police service 397 easily measurable outputs, and Smith (1995) has argued that it is still impossible to measure intangible outcomes. None the less, the search for solutions to this problem continues with complex systems models becoming increasingly popular (Carter et al 1995;Rouse 1999;Boland and Fowler 2000).…”

Section: The Place Of Performance Management Within the New Public Mamentioning

confidence: 99%

The new public management and the UK Police Service

Butterfield¹,

Edwards

Woodall

2004

Public Management Review

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This article explores the impact of the introduction of the New Public Management (NPM) within the UK Police Service since the mid-1990s. A specific focus upon individual performance management (one of the central features of NPM) is examined from the perspective of the police sergeant who has primary responsibility for managing performance and ultimately the delivery of policing services within one of the UK's 'essential' public services. After a discussion of the literature on individual performance management within the context of the NPM, the article identifies four major research questions relating to: the job role demands of performance management; access to valid and reliable performance management information; the capacity to provide follow-up development and support; and the wider integration of performance management with organization strategy and service objectives. After reporting on interview data collected from role sets in which the sergeant is a focal member, the article concludes with a discussion of the constraints upon effective performance management within the NPM.

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Section: The Place Of Performance Management Within the New Public Mamentioning

confidence: 99%

The new public management and the UK Police Service

Butterfield¹,

Edwards

Woodall

2004

Public Management Review

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“…The main objective is thus to achieve legitimacy by satisfying at least minimum performance norms [10]. Profit-oriented companies as well as not-for-profit organizations tend to perceive performance as a multidimensional phenomenon [37,54]. In profit-oriented firms the financial or value perspective (economy) is often the dominant dimension.…”

Section: Organizational Design and Situativitymentioning

confidence: 99%

Situational maturity models as instrumental artifacts for organizational design

Mettler

Rohner

2009

Proceedings of the 4th International Conference on Design Science Research in Information Systems and Technology - DESRIST '09

179

161

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In order to identify and explore the strength and weaknesses of particular organizational designs, a wide range of maturity models have been developed by both, practitioners and academics over the past years. However, a systematization and generalization of the procedure on how to design maturity models as well as a synthesis of design science research with the rather behavioural field of organization theory is still lacking. Trying to combine the best of both fields, a first design proposition of a situational maturity model is presented in this paper. The proposed maturity model design is illustrated with the help of an instantiation for the healthcare domain.

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“…But what is performance in the context of healthcare? As the goals of healthcare organizations often are not clearly defined and the value of healthcare service delivery is difficult to allocate, performance management literature tends to use the three E's − economy, efficiency, and effectiveness − to define performance for the non-for-profit context (Carter et al, 1995;Flynn, 1997;Rouse, 1999). Performance therefore has to be perceived as a multidimensional phenomenon, where the financial, respectively value perspective (economy) is only one dimension of the whole.…”

Section: Hospital Performance Measurementmentioning

confidence: 99%

Healthcare quality innovation and performance through process orientation: Evidence from general hospitals in Switzerland

Cleven

Mettler

Rohner

et al. 2016

Technological Forecasting and Social Change

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As a primary factor of technological innovation, process orientation contributes significantly to an organization's overall productivity and quality improvement. While this proposition has been confirmed for profit-oriented organizations of various industries, little research exists that validates the same statement in the healthcare sector. This paper proposes and evaluates a theoretical model that investigates the effect of process orientation on hospitals' competitiveness and performance. The concept of the balanced scorecard is applied to comprehensively cover all facets that constitute healthcare quality innovation. A set of hypotheses is proposed conceptualizing the direct and indirect effects of process orientation on hospitals' performance (identified as patient satisfaction and financial performance) through an increase of integral competitiveness (identified as workforce conditions, operational performance and clinical quality). The model is empirically tested by means of a questionnaire-based survey among clinical and administrative management of hospitals in Switzerland. 145 complete questionnaires from 129 hospitals are analyzed. Statistical results affirm that process orientation significantly enhances hospital performance. Workforce conditions and clinical quality prove to have a significant positive effect on patient satisfaction, whereas the hypothesized positive effect of operational efficiency on patient satisfaction is not supported. Moreover, results attest the positive effect of workforce conditions and operational efficiency on financial performance, while rejecting the effect of clinical quality on financial performance.

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Performance Management, Quality Management and Contracts

Cited by 10 publications

References 0 publications

The new public management and the UK Police Service

The new public management and the UK Police Service

Situational maturity models as instrumental artifacts for organizational design

Healthcare quality innovation and performance through process orientation: Evidence from general hospitals in Switzerland

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