Performance Measurement Principles and Techniques: An Overview for Local Government

Hatry, Harry P.

doi:10.2307/3379974

Cited by 54 publications

(23 citation statements)

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“…Moreover, public professional organizations emphasize internal performance systems more than external citizen satisfaction systems. Leaders in performance-based management emphasize the need to link activities to outcomes valued by citizens and to update performance measures regularly to maintain the relationship with the stakeholders (Hatry, 1980;Ammons, 1996;Osborne & Gaebler, 1992). Previously, however, little evidences suggested that agencies choose performance measures based on citizen preferences, especially when the agency is meeting or exceeding its performance targets.…”

Section: The Public Sectors Evaluationmentioning

confidence: 99%

The Popular Financial Reporting: Focus on Stakeholders—The first European Experience

Biancone¹,

Secinaro²,

Brescia³

2016

IJBM

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The aim of the article is to analyze the role of the Popular Financial Reporting as tool of transparency and accountability. Our analysis examines the case of "Popular Financial Reporting of the City of Turin": bya questionnaire of analysis of the stakeholder satisfaction the study consider the different social variables because they influence the content and the comprehension. The method is based on data analysis reporting frequencies and percentages of answers of the questionnaire and, when possible, evaluating these results according to the level of instruction. The Chi-Square test was used to identify statistically significant differences among categories of educational level. Globally, the feedbacks were positive and the document could be defined as an important and strategic way to keep aware the stakeholders about the policies of the City. However, some improvement could be made, especially considering the differences observed among the educational level categories.

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Section: The Public Sectors Evaluationmentioning

confidence: 99%

The Popular Financial Reporting: Focus on Stakeholders—The first European Experience

Biancone¹,

Secinaro²,

Brescia³

2016

IJBM

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“…The application of performance budgeting has become popular in local governments. Both academic communities and professional organizations may advocate the formalization and standardization of performance measurement (ICMA, 1979;Hatry, 1980).…”

Section: The Application Of Performance Informationmentioning

confidence: 99%

Who Cares: Stakeholder Participation and the Use of Performance Information in Strategic Planning

Chen

2017

Chinese Public Administration Review

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Chinese Public Administration Review CPARPerformance measurement translates organizational goals into objectives and actions. Empirical performance information scores and ranks functional departments based on their implementation capacity; such capacity indexes can be linked to strategic planning and the adjustment thereof. Does the participation of various stakeholders in the strategic planning process enhance the use of performance information? Do external stakeholders generate a different effect on the use of performance information when compared to internal stakeholders? The author attempts to answer these questions by examining whether the participation of external stakeholders (including interest groups and citizen groups) and internal stakeholders (including Chief Administrative Officers [CAOs], local government staff, and elected officials) in strategic plans could positively influence the application of performance information to strategic planning. Data are mainly from the 2006 International City/County Management Association (ICMA) "State of the Profession" survey. The statistical method of logistic regression was employed. The research findings indicate that the participation of CAOs, local government staff, and elected officials positively and significantly influences the application of performance information to strategic planning. Based on technical rationality, managerial effectiveness, and political accountability, internal stakeholders can generate a more significant effect on the use of performance information than external stakeholders.

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“…Generally, effectiveness is viewed as a measure of how well an organization is functioning. However, this concensus is not manifested in general agreement on the meaning of effectiveness nor in ways to measure it (Kanter, 1979;Hatry, 1982). Different perceptions of effectiveness range from the degree to which an organization reaches its goals (Etzioni, 1964) to the ability of an organization to adapt to, manipulate, or fulfill expectations of the external environment (Katz & Kahn, 1978).…”

Section: Effectivenessmentioning

confidence: 99%

A Conceptual Framework for Selecting Management Indicators in Nonprofit Organizations

Elkin¹,

Molitor²

1985

Administration in Social Work

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Performance Measurement Principles and Techniques: An Overview for Local Government

Cited by 54 publications

References 0 publications

The Popular Financial Reporting: Focus on Stakeholders—The first European Experience

The Popular Financial Reporting: Focus on Stakeholders—The first European Experience

Who Cares: Stakeholder Participation and the Use of Performance Information in Strategic Planning

A Conceptual Framework for Selecting Management Indicators in Nonprofit Organizations

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