Organizational Evaluation in State Agencies: An Empirical Perspective (original) (raw)

Public Sector Performance Assessment

Revista de Administração, Sociedade e Inovação, 2021

This paper aims to identify the international literature approaches regarding the subject of performance evaluation of the public sector. Within a qualitative approach, this research applies the ProKnow-C method to select a bibliographic portfolio (BP). It was uncovered a theoretical framework that discloses the evolution of performance evaluation in the public sector and then this paper reports, specifically, the steps of the review, which also contributes, as a guide, to the improvement of scientific literature reviews in general. In this manuscript, 39 research papers were selected out of a first search that resulted in 2228 papers. Basic and advanced bibliometric analysis were performed to identify some particularities of the research area like authors, most quoted papers and journals, besides the specific concerns of performance evaluation in the public sector, such as the need for performance appraisal fostering organizational strategy.

Action and reaction" - a new public sector effectiveness assessment methodology

International Journal of Economic Sciences, 2024

The main contribution of the paper is the development of a new way of assessing the efficiency of public administration using statistical methods-multivariate regression (identification of exogenous factors) and residual analysis (identification of regression residuals). The methodology presented is intuitive, practical and, if appropriately set up, globally applicable for the evaluation of a wide range of processes taking place in the public sector on the principle of "action and reaction". Putting the methodology into practice can go some way to satisfying the "taxpayer hunger" for information about whether the money they pay in taxes is being used wisely. It makes it possible to assess efficiency in a particular institution or to compare similar processes in several institutions over a given period of time. The methodology has been developed on the basis of audit findings (prepared by the supreme audit institution for the public sector in a democratic state) and their implications. The developed methodology brings a new perspective to the traditional claim that public sector effectiveness is virtually impossible to measure and that factors for objective evaluation of public sector managers cannot be easily established.

Performance Measurement in the U.S. Public Sector

2001

Since the 1990s, the momentum for using performance measurement in the U.S. public sector has been growing as a result of an increased focus on outcome indicators and citizen involvement in government. Performance measurement has become a commonly used tool in performance-based budgeting, strategic planning, and developing performance management systems. It is also frequently used to create baseline comparisons for implementing benchmarking in state and local governments. However, despite the growing interest on the part of public officials, performance measurement is still not well understood. This is mainly because the study of performance measurement has lagged behind its implementation, and systematic and thorough research of this phenomenon has not yet taken place. The role of scholars and researchers will be crucial in guiding the further dissemination, appropriate use, and effective implementation of performance measurement. Concurrently, heads of public sector organizations must provide leadership and incentive for better incorporating performance measurement into their organizations' management systems. 1. The Current State of Performance Measurement 1.1 Implementation by the Public Sector Today, performance measurement can be seen at various levels of the U.S. public sector. At the federal level, the Government Performance and Results Act (GPRA) was passed in 1993 and all executive agencies are required to set goals for program performance and to measure results. They are also required to prepare multiyear strategic plans, annual performance plans, and annual performance reports. At the state and local levels, performance measurement is disseminated with much more diversity. For example, Oregon, Minnesota and Florida are well known for having statewide performance measurement processes, known as "benchmarking." Some cities, such as Phoenix, AZ, and Charlotte, NC, have been using performance measurement in their budgeting processes for decades. .Unfortunately, because of the widespread variability in the ways performance measurement has been put into practice, it is difficult to make clear generalizations about the status of performance measurement in the U.S. as a whole. The most comprehensive survey was conducted jointly by the Governmental Accounting Standards Board (GASB) and the National Academy of Public Administration (NAPA) in 1996.1 Of the respondents in this survey, 83 percent of the state departments and 44 percent of the municipalities indicated that they have developed some type of performance measurement. Sixty-five

A Primer on Performance Evaluation of Public Sector Programs

The main objective of the paper is to present the concept, approach, and methodology of performance evaluation of public sector programs in broad terms. The audience of the paper is ordinary readers and not professionals of the evaluation. The first section of the paper introduces the concept of evaluation. The second section discusses standards of performance evaluation. Sections three to six discuss evaluation planning, evaluation approaches, evaluation implementation, and evaluation reporting. The last part presents some issues and challenges relating to performance evaluation.

Review of Selected Performance Measurement Models Used in Public Administration

The main goal of this article is to define the characteristics of and to evaluate the three selected models used to measure the performance of public administration bodies, with an emphasis placed on their application in different perspectives. The contemporary public administration institutions are obligated to increase their operating efficiency as well as the satisfaction of their stakeholders. This is precisely why they have been implementing diverse models, especially those already used for years in managing profit-oriented organisations. The models chosen for analysis are applied in public administration, making it possible to measure numerous indicators of both financial and nonfinancial nature. The research method adopted by the authors is a conceptual literature review performed using the resources of the Scopus, Springer, WoS, Emerald, and EBSCO databases. The items subject to analysis were the 3Es (i.e., economy, efficiency, effectiveness) and IOO (e.g., input, output, and outcome) models as well as the model included in the BSC (Balance Scorecard). The research has evidenced that each of the models has its strengths and limitations. The results thus obtained have led to a conclusion that the solution showing the highest potential in the area of the study is the performance measurement model proposed under the BSC; however, according to the authors, it still requires some fine-tuning to public administration's operating conditions and organisational culture. The article also highlights the fundamental operationalisation problems related to the subject in question.

Comparative Analysis of the Performance Evaluation Systems of Public Sector Employees

Individual performance evaluation is an ongoing challenge involving both public and private organizations , human resource experts, executives, and employees. As an employee of the United States Office of Personnel Management once said, " if anyone can solve performance evaluation problem, he should be entitled to the Nobel, the Pulitzer and the Heisman in the same year ". In addition, government reforms in the 1980s, commonly referred to as New Public Management, promoted the adoption of performance evaluation in the public sector. These reforms not only had to deal with the typical phenomenon of resistance to the introduction of such systems, but also with the specific constraints found in the public sector (extensive trade union presence, the unique status of civil servants, the type of employment contract, and the need to provide equal employment opportunities). Despite being still widely adopted, performance evaluation systems are often reworked and tweaked and the consequences of such adjustments are never fixed or unequivocal. Thus, the book has two main objectives: firstly, to describe the performance evaluation systems for public sector executives and non-executives working for Central Government in a sample of European countries. Secondly, to identify any relevant common reform trends or any that are particularly innovative for the evaluation of government executives and non-executives.

Taking stock of organization and performance in the public sector

To deepen our understanding of the publicness-performance relationship, the paper combines and integrates two conceptual models. This qualitative research seeks to cast light on two categories of organizational variables that act as performance moderators, i.e., agency-level factors and individual-level factors, by selectively reviewing academic studies on the performance of public services. It then discusses the implications of the extended model developed by the authors and suggests future research trajectories.