The Adoption, Use, and Impacts of Performance Measures in Medium-Size Cities

Folz, David H.; Abdelrazek, Reem; Chung, Yeonsoo

doi:10.2753/pmr1530-9576330103

Cited by 48 publications

(24 citation statements)

References 14 publications

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“…Leadership commitment, or top management support, has been cited as an important predictor of the use of performance information (Abdel‐Maksoud et al ; Ammons and Rivenbark ; Dull ; Julnes ; Melkers and Willoughby ; Rivenbark, Fasiello, and Adamo ; Rivenbark, Roenigk, and Fasiello ; Sanger ; Wang ; Wang and Berman ). Also, the level of commitment from line managers and supervisors has been shown to impact mayor and city manager perceptions of the success of performance management in their local governments (Folz, Abdelrazek, and Chung ). Moreover, existence of organizational capacity and resources is also identified as an important factor influencing the use of performance information.…”

Section: Use Of Performance Informationmentioning

confidence: 99%

Determinants of Public Administrators' Use of Performance Information: Evidence from Local Governments in Florida

Dimitrijevska‐Markoski

French

2019

Public Administration Review

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Performance management has been a focus of scholars and practitioners for more than 25 years, yet the use of performance information has not greatly expanded as a result of this attention. Acknowledging that performance measurement is not an end in itself but rather a means to enhance focus on results and value, this article evaluates the determinants of the use of performance information by local government administrators. An online survey was administered to local government employees involved in the 2015-16 Florida Benchmarking Consortium. Analysis of the data demonstrates that institutionalization of performance measurement has the strongest statistically significant positive association with the use of performance information, followed by the design adequacy of the performance measurement system. Evidence for Practice• The extent to which performance practices are incorporated into the rules and routines of an organization is key to the use of performance information for decision-making purposes. • Performance measurement systems should provide clear, accessible, timely, and appropriate data linked to departmental targets, goals, and priorities. • Opportunities and resources are more important determinants of performance information use than individual factors such as knowledge, skills, training, work experience, support for performance measurement, and public service motivation. Use of Performance InformationWhile performance information may be used in myriad ways, the overarching goal of performance measurement is to foster improvement in the organization (Hatry 2014;Moynihan 2008;Van Dooren, Bouckaert, and Halligan 2010). Analysis of information obtained through the performance measurement system may be used for designing policies, accountability, planning, budgeting, allocating competences, operational improvement, program evaluation, reallocation of resources, directing operations, contract monitoring, assessment of individual behavior, and reporting (Ammons 2001;Van Dooren, Bouckaert, and Halligan 2010). This broad scope of uses implies that performance information may have internal and external focuses and may be used for substantiating organizational changes, controlling the present, and ensuring survival (Hammerschmid, Van de Walle, and Stimac 2013;Van Dooren, Bouckaert, and Halligan 2010). Expanding on these implications, this study employs the concept of the use of performance information to include evaluation, planning, budgeting, making personnel decisions, reporting to the public, and reporting to elected officials. 1

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Section: Use Of Performance Informationmentioning

confidence: 99%

Determinants of Public Administrators' Use of Performance Information: Evidence from Local Governments in Florida

Dimitrijevska‐Markoski

French

2019

Public Administration Review

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“…With respect to experience, previous research has found that more experienced managers are often better able to develop and use performance management strategies (Dull ; Folz, Abdelrazek, and Chung ; Ho ; Melkers and Willoughby ). I measure experience as the number of years that a respondent has been president at their current university.…”

Section: Using Data For Performance At Us Public Universitiesmentioning

confidence: 99%

Using Data to Manage for Performance at Public Universities

Rabovsky

2014

Public Administration Review

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As performance‐oriented reforms have become more commonplace in recent years, questions about the factors that drive organizational adoption and use of performance systems for internal management are of central importance. This article uses data taken from a survey of presidents at public universities to advance our understanding about the use of data and performance management strategies within public organizations. The central research question is, why do public administrators choose to employ performance management strategies? In addition, the author also explores variation in the extent to which public universities use performance management strategies for three tasks that are central to public management: (1) strategic planning, (2) evaluating employees, and (3) interacting with external stakeholders. Findings indicate that public universities often use performance data to help manage, but many of the causal factors that lead to data use vary across management functions.

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“…If the quality, usefulness and use of the information are linked (Wixom and Todd, 2005), then the information about the results of supervised tasks, actions, and institutions may not be equally useful regarding the type of use. In a similar way, diff erent organizational features are correlated to diff erent uses of performance measures (Folz, Abdelrazek and Chung, 2009), or diff erent components of trust diff erently aff ect the internal, hierarchical and public accountability use of performance information (Zhang, Van De Walle and Zhuo, 2016). The conducted study focused on the usefulness in relation to such performance information purposes as learning, steering and controlling, yet they neglected the third option -giving account.…”

Section: Discussionmentioning

confidence: 99%

"Organizational Drivers of Performance Information Use: The Perspective of Polish Local Governments"

Lewandowski

2019

TRAS

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will be held to imply that it contains original unpublished work and is not being submi ed for publication elsewhere at the same time. The language of the journal is Romanian (when the use of diacriticals is required) or an international language (English, French, German, Italian, Spanish, etc.). All submissions must have a title, be 1,5 lines spaced, have a margin of 2 cm all round, be between 7 and 25 pages long, be wri en in Times New Roman Style, have 12 points characters, and must start with an alignment. • The title page must list the full title, short title of up to 70 characters, names and a liations of all authors, their quali cations, their post and their current appointment if di erent. Give the full address, including email, telephone and fax, of the author who is to check the proofs. • Supply a long structured abstract wri en in English, of up to 200 words for all articles (except book reviews). This is to enable readers, to get a comprehensive picture of the main issues of the study and its implications without reference to the text. The authors are requested to summarize very clearly the contents and implications of their study, following properly the structure of the di erent subsections: Background, Aims of the Study, methods, Results, Discussion (with limitations of the study), Implications for Policies, Implications for Further Research) on the basis of the particular features of their article, in order to enable the readers of di erent cultural backgrounds and countries to easily follow the main issues of the study. It should contain no citation to other published work. TEXT Abbreviations All abbreviations should be wri en in full the rst time they appear. Mathematical symbols may be either handwri en or typewri en. Greek le ers and unusual symbols should be identied separately in the margin. Distinction should be made between capital and lower case le ers; between the le er O and zero; between the letter l and the number one and prime; between K and Kappa. REFERENCE STYLE References should be provided either in Harvard or Chicago manual style. All references must be complete and accurate. Online citations should include date of access. If necessary, cite unpublished or personal work in the text but do not include it in the reference list. FURTHER INFORMATION Proofs will be sent to the author for checking. This stage is to be used only to correct errors that may have been introduced during the production process. Prompt return of the corrected proofs, preferably within two days of receipt, will minimise the risk of the paper being held over to a later issue. LETTERS TO EDITORS This section is aimed at encouraging a lively interaction between readers, authors, editorial board and publisher. Le ers should refer to articles published in the journal. They should not exceed 500 words and there should be no more than ve references. Le ers will be edited for clarity and conformity with Transylvanian Review of Administrative Sciences style, and may be shortened. Proofs will not be sent to authors. BOO...

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The Adoption, Use, and Impacts of Performance Measures in Medium-Size Cities

Cited by 48 publications

References 14 publications

Determinants of Public Administrators' Use of Performance Information: Evidence from Local Governments in Florida

Determinants of Public Administrators' Use of Performance Information: Evidence from Local Governments in Florida

Using Data to Manage for Performance at Public Universities

"Organizational Drivers of Performance Information Use: The Perspective of Polish Local Governments"

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