Public sector performance measurement in developing countries

Abstract

Purpose-This paper aims to explore the influence of specific characteristics of the public sector in developing countries (i.e. a low-institutional capacity, a limited involvement of stakeholders, and high levels of corruption and informality), and of reforms of this sector, on public sector performance measurement (PSPM). Design/methodology/approach-Based on a review of prior literature, the paper develops understanding of the demand for and supply of performance information in developing countries, and of changes in this area. Findings-The paper argues that public sector organisations in developing countries are likely to face an unbalanced position, i.e. disequilibrium between the demand for and supply of performance information. More precisely, the public sector reforms-which are partly stimulated by a growing involvement of some stakeholders-lead to an increasing demand for performance information but, because of the low-institutional capacity and the high level of corruption, this increasing demand is not always followed by a sufficient supply of performance information. This leads to an "unsatisfied demand" position. Research limitations/implications-The paper concludes with an overview of issues related to PSPM in a developing country context that require further investigation. Practical implications-The arguments presented in this paper are summarised in an overview of factors that influence the demand for and supply of performance information in the public sector in developing countries. This overview might be helpful to those who are involved in the design of performance measurement systems in these countries. Originality/value-So far, relatively little is known about PSPM in a developing country context. This paper is an attempt to fill this gap.

Exploring Performance Measurement System for Lecturer (Pmsl): Comparison Among Three Models in Indonesia, Singapore and Turkey

“…Studies related to performance measurement in the public sector have extensively been conducted throughout the world. However, the number of such studies is relatively infrequently conducted in developing countries (Akbar, Pilcher, & Perrin, 2012;Putu S, Jan van Helden, & Tillema, 2007;van Helden & Uddin, 2016), particularly concerning performance measurement system for lecturers at universities. In the context of performance measurement for lecturers in Indonesia as set forth in Law No.…”

The relationship between employee satisfaction and organisational performance: Evidence from a South African government department

“…Certainly these malpractices, perceived or real, do not bode well for a public sector which seeks to support the ideals of a government that strives to be a developmental state. It has been argued that low institutional capacities, limited stakeholder participation, high levels of corruption and high levels of informality are amongst some of the reasons for underperformance in the public sector (Putu et al, 2007). Other factors include the lack of demographic representation, poor accountability, centralised control systems and conflicting labour relations (Schwella, 2001).…”

“…Hornbaek, 2006;Minnaar, 2006;Molefe, Roodt, & Schurink, 2011;Van der Waldt, 2004). Questions relating to the performance of public organisations are based on the expectation that Government should supply public goods and services more effectively and efficiently (Carrim, 2009;Mulder & Collins, 2007;Putu, Mimba, Van-Heden & Tillema, 2007). Nilsson (2010) holds the view that public sector organisations in South Africa find it difficult to overcome the challenge of underperformance in most disciplines of their operations.…”

Smartphone Application's User Interface Design, User's Cognitive Functions, and Work Performance

“…즉, 성과 측정은 특정 조직이나 개인의 작업수행 능력과 결과, 목표 달성 여부, 성과 개선 등과 같은 질 문들에 대해 답을 제공하게 된다 (Kurstedt, 1992;Liebowitz et al, 2007;Neely, 1998). 이 는 곧 성과측정 결과가 특정 조직이나 부서 혹 은 개인 등이 수행한 작업성과에 대해 성공과 실패를 결정하는 판단기준이 됨을 의미하기도 한다 (Neely, 1998;Putu et al, 2007;Sink, 1985). 따라서 성과측정은 특정 조직이나 개인 혹은 조직 내 특정 부서나 기능의 목표와 정책, 임무에 맞춰 병행 실시되어야 한다 (Kaplan and Norton, 2004;Pongatichat and Johnson, 2008).…”