Zeitschriften und Ausgaben

Volumen 15 (2022): Heft 1 (June 2022)

Volumen 14 (2021): Heft 2 (December 2021)

Volumen 14 (2021): Heft 1 (June 2021)

Volumen 13 (2020): Heft 2 (December 2020)

Volumen 13 (2020): Heft 1 (June 2020)

Volumen 12 (2019): Heft 2 (December 2019)

Volumen 12 (2019): Heft 1 (June 2019)

Volumen 11 (2018): Heft 2 (December 2018)

Volumen 11 (2018): Heft 1 (June 2018)

Volumen 10 (2017): Heft 2 (December 2017)

Volumen 10 (2017): Heft 1 (June 2017)

Volumen 9 (2016): Heft 2 (December 2016)
Openness, Transparency and Ethics in Public Administration: Do they Support Each Other?

Volumen 9 (2016): Heft 1 (June 2016)

Volumen 8 (2015): Heft 2 (December 2015)
Heft Title: Towards Meaningful Measurement: Performance Management at the Crossroads of Internal Efficiency and Social Impacts, Heft Editors: Juraj Nemec, Gyorgy Hajnal Wouter van Dooren Jarmo Vakkuri Aleksander Aristovnik

Volumen 8 (2015): Heft 1 (June 2015)

Volumen 7 (2014): Heft 2 (December 2014)
Special Heft: Strong Local Governments: Community, Strategy, Integration, Editors: Juraj Nemec, Calin Hintea, Bogdana Neamtu, Colin Copus, Linze Schaap

Volumen 7 (2014): Heft 1 (June 2014)

Volumen 6 (2013): Heft 2 (December 2013)

Volumen 6 (2013): Heft 1 (June 2013)

Volumen 5 (2012): Heft 2 (December 2012)
The Politics of Agency Governance

Volumen 5 (2012): Heft 1 (June 2012)

Volumen 4 (2011): Heft 2 (December 2011)
Law and Public Management Revisited

Volumen 4 (2011): Heft 1 (June 2011)
Editors: Juraj Nemec, Geert Bouckaert, Wolfgang Drechsler and Gyorgy Jenei

Volumen 3 (2010): Heft 2 (December 2010)
Public Management Now and in the Future: Does Technology Matter?, Editors: Wolfgang Dreschler, Rebecca Moody, Christopher Pollitt and Mirko Vintar

Volumen 3 (2010): Heft 1 (June 2010)

Volumen 2 (2009): Heft 2 (December 2009)
Citizens vs. Customers, Editors: Steven Van de Walle, Isabella Proeller and Laszlo Vass

Volumen 2 (2009): Heft 1 (June 2009)

Zeitschriftendaten
Format
Zeitschrift
eISSN
1338-4309
ISSN
1337-9038
Erstveröffentlichung
03 Aug 2009
Erscheinungsweise
2 Hefte pro Jahr
Sprachen
Englisch

Suche

Volumen 8 (2015): Heft 2 (December 2015)
Heft Title: Towards Meaningful Measurement: Performance Management at the Crossroads of Internal Efficiency and Social Impacts, Heft Editors: Juraj Nemec, Gyorgy Hajnal Wouter van Dooren Jarmo Vakkuri Aleksander Aristovnik

Zeitschriftendaten
Format
Zeitschrift
eISSN
1338-4309
ISSN
1337-9038
Erstveröffentlichung
03 Aug 2009
Erscheinungsweise
2 Hefte pro Jahr
Sprachen
Englisch

Suche

7 Artikel
access type Uneingeschränkter Zugang

Use and Utilization of Performance Information in Hungary: Exemplary Cases from the Local- Government and the Higher-Education Sectors

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 23 - 48

Zusammenfassung

Abstract

Performance information and performance management are usually seen as tools to promote the efficiency and effectiveness of different public-policy programs. Performance management is a hot topic in the post-NPM discourse, however most of the debate is centered on the Western European and Anglo-Saxon models of measurement and evaluation of public services. This paper examines how a Central European country with a strong Rechtsstaat tradition can adapt to the use of performance management, and what patterns we can identify in the actual manifestations of measurement and use of data. The authors argue that even though performance management is not known in Hungary as per defined in the academic literature, there are signs on the ground that PM ideology and actual use are gaining traction in every field of public services, both in central and local governments.

Schlüsselwörter

  • performance management
  • public-administration reform
  • local-government reform
  • government agency
access type Uneingeschränkter Zugang

The Implementation of Performance Management in European Central Governments: More a North-South than an East-West Divide

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 49 - 68

Zusammenfassung

Abstract

This article presents the first country-comparative evidence on the importance and use of performance management in European central governments, based on an executive survey conducted in 17 countries. The data confirm that performance management has made its way into European central governments and continues to constitute a major reform trend. At the organizational level of ministries and agencies we find a consistently strong use of strategic planning, performance appraisal and management objectives, along with only a partial institutionalization of a performance-management logic. Scepticism towards measurement and the difficulty of acting upon performance information are persistent challenges. We also find that performance-management implementation is significantly stronger in agencies and larger organizations, and that it varies strongly between different countries. Implementation is substantially higher in Scandinavian countries and Anglo-Saxon countries than in Continental and Southern European countries, with a rather varied pattern for Central and Eastern European countries. The findings thereby confirm the need for a more context-sensitive understanding of performance management, along with the need for more extensive research and evidence to further develop this cross-comparative European perspective.

Schlüsselwörter

  • performance management
  • Europe
  • comparative public administration
  • management instrument
  • performance-indicator use
access type Uneingeschränkter Zugang

Performance Management and Performance Appraisal: Czech Self-Governments

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 69 - 88

Zusammenfassung

Abstract

Managing and measuring performance became an important part of administrative reforms motivated by the New Public Management ideology. However, a badly implemented system designed for measuring and managing performance may distort the behaviours of actors. The goal of this paper is to outline the preliminary picture of the current situation of performance management generally and particularly of performance appraisal at the level of the Czech local and regional self-governments. The presented data, despite the fact that our field research covers only a non-representative samples of the “best” self-government bodies, show first that performance and quality management is not a neglected area in the Czech Republic. Its practice is rather decentralized, and the central government focuses on methodical support and coordination rather than on being strict and requiring certain tools to be implemented. The core problems revealed by the interviews are that the implementation of new instruments is usually based on a trial-and-error approach in its beginnings and that the implementation is award- and project-driven. Our preliminary data clearly indicate that the performance-appraisal situation is even more problematic - they indicate that performance-appraisal systems are introduced in only a limited number of self-government authorities. The set of criteria used in the evaluation is problematic, and the objectives of the performance appraisal are unclear for managers. As a general rule, a performance-appraisal system is not directly linked with implemented performance management and especially not with a payment system.

Schlüsselwörter

  • performance measurement
  • performance management
  • performance appraisal
  • Czech Republic
  • local and regional government
access type Uneingeschränkter Zugang

Searching for Organizational Intelligence in the Evolution of Public-Sector Performance Management

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 89 - 99

Zusammenfassung

Abstract

The article explores the transformation process of evaluation, performance monitoring and accountability in the public sector. The process underlines that horizontal accountability referencing a wide democratic footprint is likely to become more explicit. To this end, this article develops the idea of transformation of public sector performance management from the viewpoint of organizational intelligence. Much of the current doctrine originates from rationalistic performance management and evaluation models and are therefore reluctant or unable to see the social mechanisms incorporated in the mechanisms of accountability. This article concludes that ‘hard nose’ rationalistic models of performance and evaluation are not anymore fit for purpose. To be measured by traditional performance metrics, the society is far too complex, constructed by various social networks and retrospective interlink-ages, and constituted by public service systems. Thus, the need for intelligence in organizational knowledge management and decision-making processes ought to be addressed more systematically.

Schlüsselwörter

  • performance management
  • organizational intelligence
  • social mechanisms
access type Uneingeschränkter Zugang

Benchmarking in Czech Higher Education

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 101 - 124

Zusammenfassung

Abstract

The first part of this article surveys the current experience with the use of benchmarking at Czech universities specializing in economics and management. The results indicate that collaborative benchmarking is not used on this level today, but most actors show some interest in its introduction. The expression of the need for it and the importance of benchmarking as a very suitable performance-management tool in less developed countries are the impetus for the second part of our article. Based on an analysis of the current situation and existing needs in the Czech Republic, as well as on a comparison with international experience, recommendations for public policy are made, which lie in the design of a model of a collaborative benchmarking for Czech economics and management in higher-education programs. Because the fully complex model cannot be implemented immediately – which is also confirmed by structured interviews with academics who have practical experience with benchmarking –, the final model is designed as a multi-stage model. This approach helps eliminate major barriers to the implementation of benchmarking.

Schlüsselwörter

  • benchmarking
  • higher education
  • economics and management faculties
access type Uneingeschränkter Zugang

Measuring for Absorption: How the Institutionalisation of EU Cohesion Policy Influences the Use of Performance Indicators in Hungary

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 125 - 147

Zusammenfassung

Abstract

We investigate the performance measurement of the implementing agencies of EU Structural Funds in Hungary. Following the advice of Thiel and Leeuw (2002), we focus on the incentives created by the institutional environment of these agencies. The core of this environment is a double principal-agent relationship between the European Commission (EC), the national government and the Managing Authority. We investigate its institutional features and the resulting organisational incentives for Managing Authorities in Hungary. Relying on programme evaluations, we explore how these incentives actually affected the design and use of performance measurement by Authorities in two policy fields: active labour-market policy and higher education. We find that external incentives to focus on absorption and formal compliance created bias against integrating performance measurement into the policy process and tackling problems of performance risk and non-measurability.

Schlüsselwörter

  • performance measurement
  • institutional analysis
  • project management
  • European Union
  • Structural Funds
access type Uneingeschränkter Zugang

When will we ever learn ?

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 149 - 170

Zusammenfassung

Abstract

This paper puts forward the argument that Performance Measurement Systems (PMSs) foster rational, self-interested behaviour and vested values at all levels within organisations, which weakens moral barriers preventing fraud, fabrication of data and bribery. It argues that the longer a PMS is in operation, the greater the probability that rational self-interested behaviour in conflict with fundamental values and goals will be consolidated, aggravated and disseminated within organisations that operate within public welfare policy. If implemented, common incentives aimed at counteracting undesirable behaviour aggravate and speed up this process rather than reversing it. In a worst-case scenario, PMSs are the first step toward corruption, even though PMSs have been implemented with the good intention of improving public policy and strengthening accountability.

Schlüsselwörter

  • performance measurement systems
  • implementation
  • rational behaviour
  • intrinsic values
7 Artikel
access type Uneingeschränkter Zugang

Use and Utilization of Performance Information in Hungary: Exemplary Cases from the Local- Government and the Higher-Education Sectors

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 23 - 48

Zusammenfassung

Abstract

Performance information and performance management are usually seen as tools to promote the efficiency and effectiveness of different public-policy programs. Performance management is a hot topic in the post-NPM discourse, however most of the debate is centered on the Western European and Anglo-Saxon models of measurement and evaluation of public services. This paper examines how a Central European country with a strong Rechtsstaat tradition can adapt to the use of performance management, and what patterns we can identify in the actual manifestations of measurement and use of data. The authors argue that even though performance management is not known in Hungary as per defined in the academic literature, there are signs on the ground that PM ideology and actual use are gaining traction in every field of public services, both in central and local governments.

Schlüsselwörter

  • performance management
  • public-administration reform
  • local-government reform
  • government agency
access type Uneingeschränkter Zugang

The Implementation of Performance Management in European Central Governments: More a North-South than an East-West Divide

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 49 - 68

Zusammenfassung

Abstract

This article presents the first country-comparative evidence on the importance and use of performance management in European central governments, based on an executive survey conducted in 17 countries. The data confirm that performance management has made its way into European central governments and continues to constitute a major reform trend. At the organizational level of ministries and agencies we find a consistently strong use of strategic planning, performance appraisal and management objectives, along with only a partial institutionalization of a performance-management logic. Scepticism towards measurement and the difficulty of acting upon performance information are persistent challenges. We also find that performance-management implementation is significantly stronger in agencies and larger organizations, and that it varies strongly between different countries. Implementation is substantially higher in Scandinavian countries and Anglo-Saxon countries than in Continental and Southern European countries, with a rather varied pattern for Central and Eastern European countries. The findings thereby confirm the need for a more context-sensitive understanding of performance management, along with the need for more extensive research and evidence to further develop this cross-comparative European perspective.

Schlüsselwörter

  • performance management
  • Europe
  • comparative public administration
  • management instrument
  • performance-indicator use
access type Uneingeschränkter Zugang

Performance Management and Performance Appraisal: Czech Self-Governments

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 69 - 88

Zusammenfassung

Abstract

Managing and measuring performance became an important part of administrative reforms motivated by the New Public Management ideology. However, a badly implemented system designed for measuring and managing performance may distort the behaviours of actors. The goal of this paper is to outline the preliminary picture of the current situation of performance management generally and particularly of performance appraisal at the level of the Czech local and regional self-governments. The presented data, despite the fact that our field research covers only a non-representative samples of the “best” self-government bodies, show first that performance and quality management is not a neglected area in the Czech Republic. Its practice is rather decentralized, and the central government focuses on methodical support and coordination rather than on being strict and requiring certain tools to be implemented. The core problems revealed by the interviews are that the implementation of new instruments is usually based on a trial-and-error approach in its beginnings and that the implementation is award- and project-driven. Our preliminary data clearly indicate that the performance-appraisal situation is even more problematic - they indicate that performance-appraisal systems are introduced in only a limited number of self-government authorities. The set of criteria used in the evaluation is problematic, and the objectives of the performance appraisal are unclear for managers. As a general rule, a performance-appraisal system is not directly linked with implemented performance management and especially not with a payment system.

Schlüsselwörter

  • performance measurement
  • performance management
  • performance appraisal
  • Czech Republic
  • local and regional government
access type Uneingeschränkter Zugang

Searching for Organizational Intelligence in the Evolution of Public-Sector Performance Management

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 89 - 99

Zusammenfassung

Abstract

The article explores the transformation process of evaluation, performance monitoring and accountability in the public sector. The process underlines that horizontal accountability referencing a wide democratic footprint is likely to become more explicit. To this end, this article develops the idea of transformation of public sector performance management from the viewpoint of organizational intelligence. Much of the current doctrine originates from rationalistic performance management and evaluation models and are therefore reluctant or unable to see the social mechanisms incorporated in the mechanisms of accountability. This article concludes that ‘hard nose’ rationalistic models of performance and evaluation are not anymore fit for purpose. To be measured by traditional performance metrics, the society is far too complex, constructed by various social networks and retrospective interlink-ages, and constituted by public service systems. Thus, the need for intelligence in organizational knowledge management and decision-making processes ought to be addressed more systematically.

Schlüsselwörter

  • performance management
  • organizational intelligence
  • social mechanisms
access type Uneingeschränkter Zugang

Benchmarking in Czech Higher Education

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 101 - 124

Zusammenfassung

Abstract

The first part of this article surveys the current experience with the use of benchmarking at Czech universities specializing in economics and management. The results indicate that collaborative benchmarking is not used on this level today, but most actors show some interest in its introduction. The expression of the need for it and the importance of benchmarking as a very suitable performance-management tool in less developed countries are the impetus for the second part of our article. Based on an analysis of the current situation and existing needs in the Czech Republic, as well as on a comparison with international experience, recommendations for public policy are made, which lie in the design of a model of a collaborative benchmarking for Czech economics and management in higher-education programs. Because the fully complex model cannot be implemented immediately – which is also confirmed by structured interviews with academics who have practical experience with benchmarking –, the final model is designed as a multi-stage model. This approach helps eliminate major barriers to the implementation of benchmarking.

Schlüsselwörter

  • benchmarking
  • higher education
  • economics and management faculties
access type Uneingeschränkter Zugang

Measuring for Absorption: How the Institutionalisation of EU Cohesion Policy Influences the Use of Performance Indicators in Hungary

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 125 - 147

Zusammenfassung

Abstract

We investigate the performance measurement of the implementing agencies of EU Structural Funds in Hungary. Following the advice of Thiel and Leeuw (2002), we focus on the incentives created by the institutional environment of these agencies. The core of this environment is a double principal-agent relationship between the European Commission (EC), the national government and the Managing Authority. We investigate its institutional features and the resulting organisational incentives for Managing Authorities in Hungary. Relying on programme evaluations, we explore how these incentives actually affected the design and use of performance measurement by Authorities in two policy fields: active labour-market policy and higher education. We find that external incentives to focus on absorption and formal compliance created bias against integrating performance measurement into the policy process and tackling problems of performance risk and non-measurability.

Schlüsselwörter

  • performance measurement
  • institutional analysis
  • project management
  • European Union
  • Structural Funds
access type Uneingeschränkter Zugang

When will we ever learn ?

Online veröffentlicht: 29 Jan 2016
Seitenbereich: 149 - 170

Zusammenfassung

Abstract

This paper puts forward the argument that Performance Measurement Systems (PMSs) foster rational, self-interested behaviour and vested values at all levels within organisations, which weakens moral barriers preventing fraud, fabrication of data and bribery. It argues that the longer a PMS is in operation, the greater the probability that rational self-interested behaviour in conflict with fundamental values and goals will be consolidated, aggravated and disseminated within organisations that operate within public welfare policy. If implemented, common incentives aimed at counteracting undesirable behaviour aggravate and speed up this process rather than reversing it. In a worst-case scenario, PMSs are the first step toward corruption, even though PMSs have been implemented with the good intention of improving public policy and strengthening accountability.

Schlüsselwörter

  • performance measurement systems
  • implementation
  • rational behaviour
  • intrinsic values

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