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Current state of public sector performance management in seven selected countries

Author

Listed:
  • Mary Lee Rhodes
  • Lucia Biondi
  • Ricardo Gomes
  • Ana I. Melo
  • Frank Ohemeng
  • Gemma Perez‐Lopez
  • Andrea Rossi
  • Wayhu Sutiyono

Abstract

Purpose - This paper seeks to extend the analysis of performance management regimes by Bouckaert and Halligan to other countries in order to contribute to the developing theory of forms and challenges in public sector performance management. Design/methodology/approach - The state of performance management and the context in which it has evolved is assessed in seven different countries using dimensions drawn from Bouckaert and Halligan's work along with elements from earlier work by Pollitt and Bouckaert. These are summarized in a table and comparisons made to generate additional insights into the factors that influence the shape and speed of public management evolution. Findings - The paper finds that the Bouckaert and Halligan framework for analyzing public sector performance management is useful, albeit with some modifications. Specifically, it finds that administrative culture is a key factor influencing the speed of reform and that the attitude of elites (politicians and civil servants, in most cases) is also a vital piece of the puzzle that was not included in Bouckaert and Halligan, but did appear in the earlier framework of Pollitt and Bouckaert. It also finds evidence that economic and political crises occurring together accelerate the introduction of integrated performance management systems, but that trust in government does not appear to be a significant factor. Finally, the paper observes that, absent political crisis/commitment, governments will prioritise “external” performance measures such as customer service, participation and transparency objectives over “internal” performance measures such as financial, staff management and whole of government reporting. Originality/value - The countries studied provide a rare insight into lesser‐known performance management regimes and the use of the Bouckaert and Halligan framework allows for comparisons to earlier (and future) research. The findings will be of interest to scholars in public administration reform and performance management.

Suggested Citation

  • Mary Lee Rhodes & Lucia Biondi & Ricardo Gomes & Ana I. Melo & Frank Ohemeng & Gemma Perez‐Lopez & Andrea Rossi & Wayhu Sutiyono, 2012. "Current state of public sector performance management in seven selected countries," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(3), pages 235-271, March.
  • Handle: RePEc:eme:ijppmp:v:61:y:2012:i:3:p:235-271
    DOI: 10.1108/17410401211205632
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    Citations

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    Cited by:

    1. Anna Rakowska & Jorge Valdes-Conca & Susana de Juana-Espinosa, 2014. "Affecting Factors of Public Employees’ Organizational Commitment," International Journal of Synergy and Research, ToKnowPress, vol. 3(1), pages 5-26.
    2. Campos-Alba, Cristina M. & Prior, Diego & Pérez-López, Gemma & Zafra-Gómez, Jose L., 2020. "Long-term cost efficiency of alternative management forms for urban public transport from the public sector perspective," Transport Policy, Elsevier, vol. 88(C), pages 16-23.
    3. Carl Deschamps & Jan Mattijs, 2015. "Anatomy of a performance management system: the elusive path from targets to productivity," Working Papers CEB 15-037, ULB -- Universite Libre de Bruxelles.
    4. Francisco Guilherme NUNES & Luis Manuel MARTINS & Juan MOZZICAFREDDO, 2018. "The Influence Of Service Climate, Identity Strength, And Contextual Ambidexterity Upon The Performance Of Public Organizations," REVISTA ADMINISTRATIE SI MANAGEMENT PUBLIC, Faculty of Administration and Public Management, Academy of Economic Studies, Bucharest, Romania, vol. 2018(31), pages 6-20, December.
    5. David Carassus & Christophe Favoreu & Damien Gardey & Christophe Maurel, 2015. "Performance management in the local public sector in France : an administrative rather than a political model," Post-Print hal-02152510, HAL.
    6. Lucia Biondi & Salvatore Russo, 2022. "Integrating strategic planning and performance management in universities: a multiple case-study analysis," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 26(2), pages 417-448, June.
    7. Mohamad Hisyam Selamat & Foo Kok Soon, 2020. "The Influence of Civil Servants’ Attitude on Engagement and Participation in Cost Reduction Policy: A Case of Malaysia," Journal of Public Administration and Governance, Macrothink Institute, vol. 10(2), pages 279296-2792, December.
    8. Juliana Abagsonema Abane & Edward Brenya, 2021. "The relationship between organizational environment antecedents and performance management in local government: evidence from Ghana," Future Business Journal, Springer, vol. 7(1), pages 1-17, December.
    9. International Monetary Fund, 2014. "Portugal: Fiscal Transparency Evaluation," IMF Staff Country Reports 2014/306, International Monetary Fund.
    10. Bisola Beatrice Oguejiofor & Ngozi Samuel Uzougbo & Abosede Olusade Kolade & Ahmed Raji & Chibuike Daraojimba, 2023. "Review of Successful Global Public-Private Partnerships: Extracting key Strategies for Effective U.S. Financial Collaborations," International Journal of Research and Scientific Innovation, International Journal of Research and Scientific Innovation (IJRSI), vol. 10(8), pages 312-331, August.

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