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Australian public sector performance management: success or stagnation?

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  • Lewis Hawke

Abstract

Purpose - Australia has been a leader in public sector performance management for around three decades yet there have been persistent weaknesses in the quality and use of performance information since the system was established. This paper seeks to identify and explain the key factors affecting the success of Australia's public sector performance management system. Design/methodology/approach - The study distils six key influences on public sector performance management from academic and practitioner literature. It examines the data available from official documents, reviews and performance audits to identify and analyse the factors that have shaped the Australian system. Findings - Australia's public sector performance management arrangements have been defined by strong external (political), structural and technical factors. These have been a very positive feature in achieving a stable and sophisticated system. This paper suggests that more emphasis on management, behavioural and cultural factors could be more beneficial than continuing to focus on purely technical refinements for further reform. Practical implications - The results can contribute to refinement of policy and implementation in Australia. The diagnostic framework can be used for further analysis of public sector performance management in Australia or other countries. Originality/value - The study draws on existing literature and information on the quality and impact of public sector performance management to develop a diagnostic framework and analyse Australia's experience. It identifies key attributes of Australia's success and factors that may be limiting further improvements.

Suggested Citation

  • Lewis Hawke, 2012. "Australian public sector performance management: success or stagnation?," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(3), pages 310-328, March.
    • Handle: RePEc:eme:ijppmp:v:61:y:2012:i:3:p:310-328
    DOI: 10.1108/17410401211205669
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    Citations

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    Cited by:

    1. Salem Jraib Alharthi, 2016. "Critical Success Factors in the Implementation of Performance Management Systems in UAE Government Organisations," International Journal of Business and Management, Canadian Center of Science and Education, vol. 11(4), pages 203-203, March.
    2. Juliana Abagsonema Abane & Boon-Anan Phinaitrup, 2020. "The Determinants of Performance Management Outcomes in Public Organizations in Sub-Saharan Africa: the Role of National Culture and Organizational Subcultures," Public Organization Review, Springer, vol. 20(3), pages 511-527, September.
    3. 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.
    4. Maryam Omari & Megan Paull, 2017. "Debate: ‘Robust performance management’ or workplace bullying? Not just the ‘what’ but the ‘how’," Public Money & Management, Taylor & Francis Journals, vol. 37(5), pages 315-316, July.
    5. Fabio De Matteis, 2022. "Elementi di performance governance nei servizi sanitari: alcune evidenze empiriche sullo stato dell?arte nella sanità p," MECOSAN, FrancoAngeli Editore, vol. 2022(121), pages 7-30.

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