Performance of Public Sector Organizations: Do Managerial Tools Matter?

Verhoest, Koen; Verschuere, Bram; Meyers, Falke; Sulle, Andrew

doi:10.1057/9780230290600_11

Cited by 8 publications

(6 citation statements)

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“…Moreover, ministries also tend to measure what they need (focus in performance indicators), which is in contrast with Taylor (2011) who argued that there is lack of fit between what is measured and what is used. This trend of using measured performance by politicians is in line with the points raised by Van Dooren et al (2010); Kroll (2015) that measured performance is used in decision-making and is not merely a box-ticking exercise (Van Dooren and Hoffman, 2018).…”

Section: Discussion Of the Resultssupporting

confidence: 70%

“…Neo-institutional theories range from economic neo-institutionalism to sociological institutionalism and historical institutionalism, all of which propose explanations for the wider variety of public administration questions. Economic institutionalism focuses on a rational choice model, sociological institutionalism subscribes to the logic of appropriateness (Verhoest et al ., 2010) and historical institutionalism emphasizes on path dependency. In this article, we use economic institutionalism while being aware of its limitations.…”

Section: Reflections From Theory and Literature On Performance Management: Measuring And Using The Performance Informationmentioning

confidence: 99%

“…The whole idea behind performance contracts is to manage performance across institutions and at different hierarchical levels (Van Thiel and Leeuw, 2002) and to make the accountability on performance easier. If the goals are not clearly defined and communicated and the information between principals and agents is not distinct, problems with control patterns arise, ultimately leading to low performance with respect to the goals of the principal (Verhoest, 2005; Verhoest et al , 2010).…”

Section: Measuring the Performancementioning

confidence: 99%

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Will what is measured be used? An analysis of performance management systems in Pakistani state organizations

Zahra

Bouckaert²

2020

IJPSM

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PurposeWith performance as a core theme of public sector reforms, this article explores performance management systems in inter-organizational settings while testing the effect of performance measurement on its use for accountability and control. Using economic neo-institutional perspective in a hierarchical context with turbulent political history, the article investigates the variations in the use of performance information in inter-institutional settings across different legal categories of state organizations.Design/methodology/approachThe performance management framework of Van Dooren et al. (2010) is employed as the basis for this research that explains the link between performance measurement and use. To explore the management of performance in Pakistan, the survey data was collected in 2018; after two democratic governments completed their tenures.FindingsThe research indicated a lower extent of performance measurement and use by the parent ministries in the democratic regimes. This finding adds to the implications of economic institutional theory in a politically turbulent context, where political actors place less emphasis on performance and more emphasis on procedures. It was confirmed that the ministries use the measured performance information for accountability and control on the results, but the moderating role of legal categories in the performance framework did not get confirmation.Originality/valueThe article empirically tests the performance management framework from a Western context in a developing country that has not been discussed frequently in the performance management systems literature.

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Section: Discussion Of the Resultssupporting

confidence: 70%

Section: Reflections From Theory and Literature On Performance Management: Measuring And Using The Performance Informationmentioning

confidence: 99%

Section: Measuring the Performancementioning

confidence: 99%

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Will what is measured be used? An analysis of performance management systems in Pakistani state organizations

Zahra

Bouckaert²

2020

IJPSM

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“…However, in the three studies that Andrews cites, which link efficiency and agencification, such results are not clearly corroborated. In general, the studies needed should focus not only on efficiency, but also on any management instrument or measure of performance, such as performance management (output, input, productivity, and efficiency), human resources management, quality, and financial performance or management (Meyers et al, 2010;Queeneville et al, 2010).…”

Section: Theoretical Basis Of the Differences Between Weberian Bureaumentioning

confidence: 99%

Contrasting New Public Management (NPM) Versus Post-NPM Through Financial Performance

Gómez

Bolívar

Muñoz

2012

Administration & Society

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Financial reports under New Public Management (NPM) programs can provide an incomplete picture of government finances. Post-NPM reforms could help overcome this weakness through the use of aggregate financial measures. This article focuses on the effects of the agencification process analyzing the differences between individual and aggregate measures of government financial performance in the Spanish local government. In general, the results show there is greater compliance with post-NPM postulates, although this does not mean that NPM and post-NPM management models cannot coexist. The use of aggregate performance measures could help bring about this improvement Article at UNIVERSITY OF WATERLOO on January 4, 2015 aas.sagepub.com Downloaded from Zafra-Gómez et al. 711in controlling public agencies and, therefore, make public sector entities more efficient.

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“…It replaces the implicit relationship between citizens and the state with explicit contracts and performance targets. Such a fundamental reshaping of the relationship between citizens and the state could be highly problematic, because even though citizens want better and improved services from the state, their desire is even stronger to be treated as citizens who have a voice, respect and special rights protected and defended by the state (Bovaird and Löffler 2009;Verhoest, Verschuere, Meyers, et al 2010). Moreover, and in order to be effective, a "contract needs to specify delivery (what, when, how and by whom − technical agreement) and payment (how much, when, by whom and with what guarantees − the commercial agreement)" (Hubbard et al 1999: 157) between the principal and the agent.…”

Section: Contractualism As a Reform And Governance Tool: A Theoretical Conceptualizationmentioning

confidence: 99%

“Look Before You Leap”: Lessons from Urban Water Sector Reforms in Ghana

Zaato

2014

Journal of Asian and African Studies

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The article is primarily a case study of the use of a management contract for the reform of urban water in Ghana and addresses two main questions: (1) is contractualism suitable for the reform of urban water sector activities in developing countries; (2) under what conditions can contracting actually promote efficiency in the water sector? The findings point to answers for both questions. First, contractualism is a defective tool for reforming the politically sensitive water sector. Second, in order for contractualism to actually promote efficiency, certain fundamental conditions − context, agency task specificity and creative adaptation − must be adequately addressed.

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Performance of Public Sector Organizations: Do Managerial Tools Matter?

Cited by 8 publications

References 0 publications

Will what is measured be used? An analysis of performance management systems in Pakistani state organizations

Will what is measured be used? An analysis of performance management systems in Pakistani state organizations

Contrasting New Public Management (NPM) Versus Post-NPM Through Financial Performance

“Look Before You Leap”: Lessons from Urban Water Sector Reforms in Ghana

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