Data Collection and Analysis for Performance Management Policies
Added on 2020-03-16
1 Pages2696 Words495 Views
PERFOMANCE MANAGEMENTData collection and analysisThis research will focus on analyzing Performance management policies from different public institutions. Methods of data collection include document analysis and semi-structured interviews, done by key informant. To determine the ways of improving performance in public sectors, in-depth analysis of documents from public areas will be performed. Performance documents from different public institutions will be analyzed.Performance managementPerformance management is the process of defining goalsof the organization, setting strategies for achieving the setgoals, and measuring and rewarding performance.Assessing and measuring performance in publicinstitutions is an essential for improving the outcome ofdifferent public sectors hence achieving organizationalobjectives. ReferencesOBJECTIVESTo determine the importance of managing the performance of publicinstitutionsTo investigate whether the Performance Management practices usedin public sector organizations affect the performance of thoseorganizationsTo outline performance management challenges facing leaders inpublic sectorAndrews, R. a. (2013). New Public Management and citizens’ perceptions of efficiency, responsieness. New York: everest.Boyne, G. a. (2014). ‘Performance targets and public service improvement.Cambridge: Cambridge University Press.Carter, N. K. (2015). How Organisations Measure Success: The Use of Performance Indicators in Government. London: Routledge.Hood, C. (2013). Gaming in targetworld: The targets approach to managing public services. New York: The Free Press.Hvid, U. a. (2015). The impact of performance management in public and private organizations. Oxford: Oxford University Press.Talbot, C. (2014). Theories of Performance: Organizational and Service Improvement in the Public Domain. Oxford: Oxford University Press.Van Dooren, W. B. (2012). Performance Management in the Public Sector.London: Routledge.Walker, R. a. (2013). Public management reform and organizational performance. London: Prentice-Hall.The following are the implications of these findings concerning performance management in the public sectors.Policy architects have to make sure they have an efficient performance management system in the civic organization. Theperformance management system should allow comparison with the performance of other regions elsewhere with the similarorganization.Policy architects also need to ensure that there are other means for supporting cost-cutting inventions. Public sectors ought to use methods like benchmark competition in their management systems to achieve their objectives.Implications of the findingsFindings of the researchA long time ago, public sectors relied on rules and procedures to control the organization, which is referred to usaction control. Nevertheless, in recent decades the public sectors have seen numerous changes in the management ofthe public areas including the use of output control (Andrews, 2013). Most of the countries now have supportedinitiatives to develop the use of performance management practices that used in the public sector organizations.Therefore, theses research has focused on the importance of performance management system and the impact ofperformance management on organizational effectiveness.Importance of performance management systemEncourages transparency; being transparent by writing reports of the results in the private sectors isone of the things that makes them successful. Since there is poor performance, inefficiencies andcorruption in the public areas cause their performance to be deficient. Therefore, by writing reportsof the results achieved in the public sector organizations will make these organizations moreaccountable and transparent (Walker, 2013).Promotes synergy; every organization in the public sector has the set goals that they need to achieveto make them efficient. Hence, every department of the organization has to work together, tocollaborate so that they can work to ensure they all accomplish the organizational goals. Having aproper performance management system will, therefore drive every member of the organization inthe public sector to achieve his or her goals (Boyne, 2014).Clarifies purpose, result oriented; performance management system outlines what the federalorganization expects and reasons for its existence. It also shows the expected results of theorganization. Therefore, every member of the organization and every department in the organizationwill know what the organization hopes them to do. Hence, they are accountable if they do not givethe expected results. Clarity ensures that every member of the organization provides his or her best;as a result, it leads to improvement in the performance of the public sector organization (Carter,2015). Provide the basis for compensation of public sector officials; good performance managementsystem ensures monitoring the performance of general managers and top officials. This enables themto work best in the interest of the public, which leads to improved performance of the public sectors.The performance management system, therefore, helps us to know how we can compensate theseofficials as a form of appraisal (Hood, 2013).Impact of PM on organizational effectivenessUse of performance contracts and setting of targets on the outcome of performance in public sectorsare evaluated in several studies. The purpose of goals in many public areas has improved theperformance of that public sector. Schools in the public sector that uses targets in during their examhave shown improved performance; students improve their performance. As a result, the generalproduction of the institutions has increased due to the use of targets (Boyne, 2014). Furthermore,sectors of the government that use performance contracts have shown improvement in their outcomesince the workers are working hard to achieve their targets to ensure attaining the organizationalgoals (Andrews, 2013). Other developing researchers have also studied effects of benchmarkingcompetition on public sectors. Hence, competition in the public sector organizations has also resultedin the improvement of the performance of that particular public sector. Therefore, solid performance management is associated with high effectiveness level. Hence, the useof target setting and setting of performance contracts is used by the public sector organizations, asthis will enhance improved performance and effectiveness of the public sector organization in aparticular region (Hvid, 2015)..Performance management challenges facingleaders in public sectorFear of collective agreement; collective agreement is in place to protectemployees and the employers. Some of these contracts are difficult to beunderstood by leaders. The lack of understanding by the leaders makes themfear to share feedback and essential information with the employees (VanDooren, 2012). Limited performance incentives; performance incentives are used by theorganizations to encourage high performance and excellent behaviors amongthe employees. Hence, in the public sectors organizations, these incentivesare limited making it difficult for the leaders in the public sectors to rewardthe employees (Boyne, 2014).Delayed feedback process; performance review cycle varies amongdifferent public industries. Hence, public sector leaders tend saving feedbackof performance until they meet with the employees. Since the employeesmanage to achieve the performance supervisors, one or two times in a year, itleads to delayed feedback. Lack of clarity around strategies and plans; some public sector servants donot know the policy and procedures of the organization. Hence, theemployees lack information on essential priorities and programs of that civicorganization. This leads to low performance since the employees spent mostof their time list priorities of the organization (Van Dooren, 2012).
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