The Case for Performance Monitoring

Wholey, Joseph S.; Hatry, Harry P.

doi:10.2307/977173

Cited by 190 publications

(88 citation statements)

References 4 publications

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“…Stakeholder satisfaction could be improved by establishing agreements about public organizations' strategic goals and objectives (Wholey, 1999) and transparent performance information systems for evaluating how well governments achieve these goals. In other words, citizens' engagement in governmental decision-making and access to performance information can enhance their trust in democratic governance (Ho & Coates, 2004;Kelly & Swindell, 2002;Wholey & Hatry, 1992;Yang & Holzer, 2006).…”

Section: Theoretical Hypotheses About Stakeholder Participation In Stmentioning

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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Section: Theoretical Hypotheses About Stakeholder Participation In Stmentioning

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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“…121), public (government) institutions (i.e. institutions that are not directly involved in a competitive market [30]), and market performance with respect to market power and abuse in decentralised energy markets [27].…”

Section: Related Workmentioning

confidence: 99%

Towards Self-Awareness in Cloud Markets: A Monitoring Methodology

Breskovic

Haas

Caton

et al. 2011

2011 IEEE Ninth International Conference on Dependable, Autonomic and Secure Computing

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Abstract-Currently, the Cloud landscape is a fragmented, static and shapeless market that hinders the paradigm's ability to fulfil its promise of ubiquitous computing on tap and as a commodity. In this paper, we present our vision of an autonomic self-aware Cloud market platform, and argue that autonomic market platforms for Clouds can step up to the challenge of today's status quo. As our first steps towards achieving this vision, we present a market monitoring methodology, which includes a series of realistic market goals, sets of extractable metrics from a market platform and how to map (i.e. combine and transform) metrics to access goal performance such that autonomic adaption of the market could be undertaken. We have extended a known market simulator for distributed infrastructures (GridSim) with relevant sensors. To demonstrate the usefulness of our approach, we simulate a sudden cease in demand for goods in our market platform.

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“…In addition to multidimensional indicators (Hajiran, 2006), medical care contributes substantially in improving QoL (Glimelius et al, 1996;Van den Berg et al, 2005) especially in tertiary care. On the other hand, Wholey and Hatry (1992) argued that few government agencies provide timely information on the quality and outcomes of their major programme. Practically, the achieved results are outcomes measurements revealing how often patients are harmed.…”

Section: Introductionmentioning

confidence: 99%