To be able to compete in the global economy, firms must become more efficient, more flexible and, above all, more customer‐oriented. The competitive edge of firms is determined…
Abstract
To be able to compete in the global economy, firms must become more efficient, more flexible and, above all, more customer‐oriented. The competitive edge of firms is determined not only by their own strategic choices, but also by what their respective governments do (or fail to do) in terms of providing a supportive infrastructure that helps them compete. This paper examines the changing nature of government, and in particular the changing nature of performance measurement and management as governments attempt to balance accountability for the resources they manage with flexibility in terms of the services they provide.
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Purpose – Aims to introduce to a symposium, a set of linked papers, which illustrate the reality that, when it comes to boosting productivity, performance management is a broader…
Abstract
Purpose – Aims to introduce to a symposium, a set of linked papers, which illustrate the reality that, when it comes to boosting productivity, performance management is a broader and more meaningful concept than simple performance measurement. Design/methodology/approach – The paper provides a brief review of the issues involved in using performance measurement in general and balanced scorecard (BS) in particular. Findings – Performance management can take many forms from dealing with issues internal to the organization to catering to stakeholders or handling issues in its environment. Performance management involves the use of both quantitative and qualitative techniques and paying due attention to the human (behavioral) side of the enterprise. Originality/value – The article identifies performance measurement as a possible sub‐system of performance management. The article suggests that resorting to performance management is in fact a return to the basic concept of management, which assumes that there is a need to do something in order to assure that the use of resources results in the attainment of desired goals.
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Performance measurement can promote both accountability and improved performance but schemes that are geared for one purpose may not be ideal for promoting the other. This paper…
Abstract
Performance measurement can promote both accountability and improved performance but schemes that are geared for one purpose may not be ideal for promoting the other. This paper suggests that performance measurement can involve the siphoning of resources from “production” to overhead (under noble pretenses) and that this may not foster greater value for money.
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Arie Halachmi and Amy M. Woron
Spontaneous inter-organizational learning differs from organizational learning in that the latter relies on conflict occurring within the organization prior to action being taken…
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Spontaneous inter-organizational learning differs from organizational learning in that the latter relies on conflict occurring within the organization prior to action being taken. Inter-organizational learning suggests that organizations have the opportunity to learn from the experiences of others and proactively establish policies and regulations either preventing or lessening the chances that a similar situation will occur in their organization. The description "spontaneous" is proposed to differentiate serendipitous and intentional opportunities for learning. A public federal level case study is presented in support of spontaneous interorganizational learning.
This paper aims to alert and to sensitize managers and those charged with oversight responsibility about the possible follies of relying too much on performance measurement as a…
Abstract
Purpose
This paper aims to alert and to sensitize managers and those charged with oversight responsibility about the possible follies of relying too much on performance measurement as a management tool
Design/methodology/approach
The study is based on review and analysis of published documents and data.
Findings
Current pressure to increase transparency and accountability, on the one hand, and complementary burdens to demonstrate the efficiency and effectiveness, on the other, in order to justify future allocation of resources make the use of performance measurement very attractive. However, these forces are not enough to ensure proper use and prevention of certain pathologies.
Social implications
Failing to understand the possible follies of over‐relaying on performance measurements may be dysfunctional when it comes to service of the public's best interest.
Originality/value
The value of this paper has to do with its double goal. First, the education of potential users of performance measurement about its potential weaknesses. Second, the prevention of overuse of performance measurements, as a staff function and overhead cost at the expense of line operations.
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This symposium focuses on the individual and the organization in resource allocation decisions. Budgeting is an information exchange function involving “relational learning,”…
Abstract
This symposium focuses on the individual and the organization in resource allocation decisions. Budgeting is an information exchange function involving “relational learning,” according to John P. Forrester and Charles J. Spindler. Their framework for assessing budget participant interactions and learning can guide future research on public budget theory. As if in a direct response to Forrester and Sprindler’s call for an examination of "the role played by the executive budget office,” Kurt Thurmaier dissects the microbudgeting decision making process by budget analysts in a state budget office. He examines the rationalities adopted by budget analysts as they shape budget problems (agency requests) into solution sets for consideration by the chief executive. Adopted budgets have implications for employees, especially when allocations challenge organizational culture. Mark A. Glaser and Lee E. Parker assess the impact of a community policing strategy on police officer perceptions as resources respond to a mission-accomplishment focus. I want to thank the ad hoc reviewers for this symposium, including Wes Clark, Ed Clynch, Arie Halachmi, Ken Klase, Earle Klay and Cliff McCue. The authors and reviewers deserve the credit for the quality of the symposium, while I assume any problems that arise from this collective effort
Governments have to use changes in public sector organizations and public services to drive changes in national economies and the underlying industrial climate. However, creating…
Abstract
Governments have to use changes in public sector organizations and public services to drive changes in national economies and the underlying industrial climate. However, creating lasting change at a rate that is sustainable is extremely difficult. Creating unrealistic expectations among government employees, users of government services, and the public at large may backfire and undermine the longevity of any reform effort. Government often has to start by changing the nature of government itself ‐ in terms of the relationships and interventions with commerce. Big changes at the centre drive a series of smaller changes throughout industry; but these changes cannot be arbitrarily imposed ‐ they must be part of a national consensus. Argues that the changes made and facilitated by governments must be dramatic: nations are unlikely to change their place significantly in the international league table with incremental changes, however sound they may be.