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Ideal-tipi di performance management nella pianificazione delle Aziende Sanitarie. Una prima rilevazione empirica a livello nazionale

Author

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  • Lorenzo Costumato
  • Fabiana Scalabrini
  • Andrea Bonomi Savignon

Abstract

I quattro ideal-tipi di performance management (Bouckaert e Halligan, 2008) rappresentano altrettante fasi di un?evoluzione da un approccio non organico e prevalentemente focalizzato sulla rilevazione degli input (performance administration), a uno in cui il ciclo di gestione della performance e completamente integrato nei processi gestionali dell?organizzazione e interagisce con l?ambiente esterno (performance governance). Questi modelli hanno esercitato una decisa influenza sulla letteratura successiva in materia di performance management in ambito pubblico, ma sono stati solo sporadicamente indagati a livello empirico nel contesto sanitario (Halligan et al., 2012; Tenbensel e Burau, 2017). Il presente articolo fornisce un?analisi empirica dei piani della performance 2020-2022 pubblicati dalle ASL italiane, fornendo una risposta alla seguente domanda di ricerca: dopo oltre un decennio dall?adozione del D.Lgs. n. 150 del 2009, verso quale ideal-tipo di performance management sono orientate le Aziende Sanitarie Locali in Italia? Per rispondere a questa domanda, e stato definito un modello di valutazione qualitativa che consente di posizionare ogni ASL sul continuum descritto da Bouckaert e Halligan rispetto a sei ambiti di interesse specifici, frutto dell?incrocio tra quanto definito in letteratura e la normativa vigente sulla gestione del ciclo della performance, al fine di verificare se esiste una traiettoria di avanzamento delle ASL verso il modello performance governance.

Suggested Citation

  • Lorenzo Costumato & Fabiana Scalabrini & Andrea Bonomi Savignon, 2021. "Ideal-tipi di performance management nella pianificazione delle Aziende Sanitarie. Una prima rilevazione empirica a livello nazionale," MECOSAN, FrancoAngeli Editore, vol. 0(117), pages 7-26.
    • Handle: RePEc:fan:mesame:v:html10.3280/mesa2021-117002
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    References listed on IDEAS

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    1. Tenbensel, Tim & Burau, Viola, 2017. "Contrasting approaches to primary care performance governance in Denmark and New Zealand," Health Policy, Elsevier, vol. 121(8), pages 853-861.
    2. Stephen P. Osborne, 2006. "The New Public Governance?-super-1," Public Management Review, Taylor & Francis Journals, vol. 8(3), pages 377-387, September.
    3. Bettina Campedelli & Andrea Guerrina & Giulia Romano & Chiara Leardini, 2014. "La performance della rete ospedaliera pubblica della regione Veneto. L?impatto delle variabili ambientali e operative sull?efficienza," MECOSAN, FrancoAngeli Editore, vol. 2014(92), pages 119-142.
    4. Manuela Macinati & Marco Giovanni Rizzo, 2018. "Il ruolo di moderazione dell?identit? professionale medica nella relazione tra partecipazione al processo di budget e performance dei medici responsabili di struttura," MECOSAN, FrancoAngeli Editore, vol. 2018(106), pages 11-36.
    5. John Halligan & Cláudia S. Sarrico & Mary Lee Rhodes, 2012. "On the road to performance governance in the public domain?," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 61(3), pages 224-234, March.
    6. Elisa Bonollo & Mara Zuccardi Merli, 2016. "Le Relazioni sulla performance nelle aziende della sanit? pubblica: verso una maggiore trasparenza dei risultati raggiunti. Un?analisi empirica," MECOSAN, FrancoAngeli Editore, vol. 2016(99), pages 43-73.
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