Abstract
In this paper the antecedents of Public Performance Management systems (PPMs) are analyzed. We explore the notion that the challenges and utility of public PM systems varies considerably due to a number of contingencies.
We explore how various contingencies presumed to influence the use and utility of performance indicators by analyzing survey data from high-ranking Danish municipal managers (Bertelsen and Hansen 2016). The dependent variable is represented by four dimensions of PPM systems: The perceived utility of the information from the performance indicators, the problem of gaining consensus on performance, the extent to which incentives where related to performance indicators and the problem of measuring performance of inter-organizational cooperation.
Using descriptive statistics and multivariate regression analysis our preliminary findings indicate that both the functional tasks of the organization and the hierarchical level of the manager as well as the gender and education background of the manager has some significant impact on the perceived utility of the PM system, although the relations are rather weak. We discuss our findings and their implications for PM theory, PM practice as well as future research
We explore how various contingencies presumed to influence the use and utility of performance indicators by analyzing survey data from high-ranking Danish municipal managers (Bertelsen and Hansen 2016). The dependent variable is represented by four dimensions of PPM systems: The perceived utility of the information from the performance indicators, the problem of gaining consensus on performance, the extent to which incentives where related to performance indicators and the problem of measuring performance of inter-organizational cooperation.
Using descriptive statistics and multivariate regression analysis our preliminary findings indicate that both the functional tasks of the organization and the hierarchical level of the manager as well as the gender and education background of the manager has some significant impact on the perceived utility of the PM system, although the relations are rather weak. We discuss our findings and their implications for PM theory, PM practice as well as future research
| Originalsprog | Engelsk |
|---|---|
| Publikationsdato | 2016 |
| Antal sider | 21 |
| Status | Udgivet - 2016 |
| Begivenhed | 25 Nordic Local Government conference – NORKOM 2016 – in Oslo, Norway 24.-25. November 2016, Study Group four: Public Organizing and Administration - Oslo University, Oslo, Norge Varighed: 24 nov. 2016 → 25 nov. 2016 |
Konference
| Konference | 25 Nordic Local Government conference – NORKOM 2016 – in Oslo, Norway 24.-25. November 2016, Study Group four: Public Organizing and Administration |
|---|---|
| Lokation | Oslo University |
| Land/Område | Norge |
| By | Oslo |
| Periode | 24/11/2016 → 25/11/2016 |