Managerialism, MBO and Performance Appraisal in Regional Local Government - Victoria

The Kennett government in Victoria during the late 1980s and early 1990s undertook a significant managerialist reform agenda. As part of the reform process the Victorian Local Government Act, 1989 was introduced and major changes were made in the strategic direction, organisation and control of Victorian local government. One of these changes was the introduction of fixed term performance contracts for all senior management staff. As a result, senior management issues such as promotion, training, remuneration and contract renewal are now directly influenced by performance evaluation. This paper examines the performance evaluation process in practice in order to determine its outcomes. It found considerable commitment by CEOs and senior officers to the system, but quantitative outcomes are more difficult to identify. This is a regional study, set in six local government units in Gippsland, Victoria

탄자니아 지방자치단체 공개성과 검토평가제도 시행의 실효성 평가: 이쿤기 의회 사례

학위논문(석사) -- 서울대학교대학원 : 행정대학원 행정학과(정책학전공), 2023. 2. Kim, Junki.The study was to assess the effectiveness of OPRAS implementation in the Local Government Authorities, Ikungi District Council as a case study. Purpose: the research study was expected to offer a general clue on the effectiveness of OPRAS implementation. The intention of this study was to assess the effectiveness of OPRAS implementation in the Local Government Authorities; to analyze employees who comply with OPRAS annual performance agreement; to observe the employees perception and awareness of the use of OPRAS, and to find out the challenges that encounter the smooth implementation of OPRAS. Research methodology: the study was intended to use 150 public employees from 13 departments and 6 units within Ikungi DC embedded with LGAs cadres carrying various designations ranging from junior officers to incumbents in the organization (IDC). Since it was a survey, it was then crucial to show the time for conducting the survey, the way the questionnaire was designed, and the whole process of sharing and capturing the data from the respondents. It was just like snow-boll techniques within the online survey, due to the fact that one respondent once filled out the survey, used the same link to share it with his or her friends. Questionnaires took the form of multiple-choice, fill-the-blanks, long essay questions, and the Likert scale designed through Google form as the means used to collect the data. Descriptive analysis and regression analysis are employed to come up with the findings. Findings: the study revealed that 70.6 percent of the staff signed the Annual Performance Agreement at beginning of each financial year. The findings comprehended that about 71 percent of respondents do mid-review and annual assessments by themselves and submit them to their supervisor to accomplish and sign the OPRA forms and keep records in case of the annual evaluation. Findings showed that staff (employees) involvement in setting performance targets is poor as evidenced by mid-review and annual assessments. This finding to a large extent shows that OPRAS guidelines are not actually adhered hence leaving a certain percentage signing APA unconsciously and they have to do so because of the need to be promoted. However, performance is not much considered, since the evaluation is not intensive since it is not done collectively (employee and supervisor) also supervisors lack rating skills. Recommendation: the effective implementation of OPRAS requires an institutional and legal framework. However, the legislation is not necessary and not a sufficient condition in forcing employees to implement the system but it is useful for ensuring adherence to the system. Leadership commitment and support, of the system, require those who are ready and support the system to be implemented which finally enables an organization to measure performance and organization be able to realize goals and objectives by encouraging the training of the system to the employees and involving them in setting their performance targets which are standards in the organization and can be attainable. Training plays a crucial role in both OPRAS utilization and increasing knowledge, skills, and ability of employees, therefore, the researcher argues to management to put high consideration on training and make sure that it happens. Keywords: open performance review appraisal system, open performance review appraisal forms, annual performance agreement, performance management, mid review, and annual assessment or evaluation.Chapter 1. Introduction and Background of Study １ 1.1 Introduction １ 1.2 Study Background １ 1.3 Statement of the Problem ３ 1.4 The Objectives of Study ４ 1.5 Research Questions ５ 1.6 Significance of Study ５ 1.7 Scope of Study ６ Chapter 2. Literature Review ７ 2.1 Introduction ７ 2.2 Experience of Reforms in Tanzania ７ 2.3 Need for Performance Appraisal ８ 2.3.1 Challenges of Performance Appraisal ９ 2.3.2 OPRAS Implementation in Tanzania ９ 2.3.3 OPRAS Process １０ 2.3.4 Advantages of OPRAS Implementation in Tanzania １１ 2.3.5 Roles of Stakeholders in Process of Implementation １３ 2.4 Theoretical Literature Review １４ 2.5 Empirical Literature Review １７ 2.6 Research Gap １９ Chapter 3. Research Methodology and Design ２１ 3.1 Introduction ２１ 3.2 Research Techniques ２１ 3.3 Quantitative and Qualitative Research Type ２２ 3.4 Research Methodology ２３ 3.5 Research Methods ２４ 3.6 Area of Study ２４ 3.7 Information Sources ２５ 3.8 Study Population ２５ 3.9 Sampling Procedures and Techniques ２５ 3.9.1 Sample Size ２６ 3.10 Data Collection ２６ 3.11 Hypothesis Test ２７ 3.11.1 Analytical Framework Diagram of Variables ２７ 3.12 Data Analysis and Estimation Techniques ２７ Chapter 4. Research Findings ２９ 4.1 Introduction ２９ 4.2 Descriptive Analysis ３０ 4.2.1 Gender of Correspondents ３１ 4.2.2 Age of the Respondent ３１ 4.2.3 Education Level ３１ 4.2.3 Working Experience ３１ 4.3 Empirical Analysis of Sample ３２ 4.3.1 Employees' compliance with OPRAS ３３ 4.3.2 The signing of the annual performance agreement (APA) ３３ 4.3.3 OPRAS Assessment or Evaluation ３５ 4.3.4 Resource Provision ３６ 4.3.5 Alignment of OPRAS with Organizations Plans ３７ 4.4 Employees Perception and Cognizance of using OPRAS ３７ 4.4.1 OPRAS Cognizance Performance ３８ 4.4.2 Employees' Perception of OPRAS Implementation ３８ 4.5. Encountered Challenges in the Implementation of OPRAS ３９ 4.5.1 Feedback Mechanism to Employees from Supervisors. ３９ 4.6 Pearson Correlation Coefficients ４０ 4.7 Regression Analysis ４１ Chapter 5. Conclusion and Recommendations ４８ 5.1 Introduction 48 5.2 Conclusion ４８ 5.3 Recommendations ４９ 5.4 Suggestions for further research ５２ 6. Bibliography ５３ 7. Appendix ５６ 7.1 Sample of questionnaires used in survey ５６ 국문초록 ６１ Acknowledgments ６３석

Issues in managing performance the manager's tale

This thesis was submitted for the degree of Doctor of Philosophy and awarded by Brunel University.This thesis builds on the first configuration model developed and expanded in the IFS. The model considers the factors that impact on managers as they undertake performance management of their staff. This thesis transforms the original model through a second and into a third and final configuration. The questions that underpin this research are concerned with managers' experiences as they engage in managing performance and explore the triggers that enable managers to begin a process of, and sustain, managing underperformance within their team. The methodology and research approach adopted is that of social construction which allows managers' worlds to be co-constructed. In undertaking this study, researcher reflexivity was developed, by engaging with colleagues and other interested individuals. The research discourse was not a neutral process and emotioning in research was explicitly recognised. The research design and methods of data collection worked with senior managers across public and private sectors and also engaged with manager groups to provide situations where emerging constructions could be worked up. This continuing professional engagement gave a way of interacting with the emerging discourse to refine the constructions. The research findings identify the significance of contextual factors within any manager's world and the increasing importance of external conditions such as Best Value. The idea of potent and impotent organisations in sustaining a high performance culture is created and the characteristics of each identified. The concept of "other" emerged as managers described the individual who was underperforming and the level of fear and emotional impact on them as they engaged with the "other" in performance management. During the research managers described their feelings in different ways but there was a universal factor - managers do have feelings. Performance management is a Wicked Problem and the rhetoric belies the level of complexity that this research has identified namely - There is no definitive Problem, there is no definitive Solution. Finally the research recommends action for policy makers and managers in order to better develop the systems and processes needed to achieve super performance

In Search of Effective Principal Appraisal

The board of trustees of each New Zealand state and integrated school is responsible for the performance appraisal of its principal. Empirical data on the effectiveness of the appraisal for principals and boards is scarce. This research set out to describe principal appraisal within a region containing approximately one tenth of New Zealand schools. A survey to collect quantitative and qualitative data on the 2006 appraisal was completed by the principal and/or chair of just under half the schools in the region. The results suggest four critical success factors: the way in which the appraiser is selected and their personal qualities; the fairness and clarity of the process; the specific expectations that principals and chairs have of the outcome; and the completeness and congruity of principals' and chairs' understanding of appraisal. The reported experiences were mostly positive. However, understanding and resourcing of effective practice was found to be limited. A professional external appraiser and good interpersonal chemistry are dominant contributors to a satisfying appraisal experience. A functioning process with adequate resourcing and time for evidence gathering and evaluation, appear to be important appraisal prerequisites but do not guarantee a satisfying outcome. Unsatisfying appraisal experiences can be traced to a lack of clear understanding of appraisal aims and practice, together with resources to support their development. It is further compounded by the transient nature of boards. Four key action programmes are suggested to address shortcomings and recommendations are outlined for key stakeholders

Impact of performance management system on organisational performance of higher education institutions : a case study of Pakistan

Higher education institutions (HEIs) are constantly striving for better quality and effectiveness with a paucity of resources, while simultaneously expected to exhibit greater transparency and accountability in their procedures. Academic institutions are facing challenges of restricted funding and severe competition in the current dynamic environment which is creating the need for more effective and efficient utilization of human capital in possession. This study explores the impact of implementation of Performance Management (PMS) on organisational performance in Higher Education Institutions (HEI) of Pakistan. Several reasons make this sector particularly important for this examination: Firstly, Pakistan is a developing economy and in severe need of highly skilled manpower to develop a strong economy. Higher education institutions play pivotal role in this human development. Thus, effectiveness of performance of faculty members of these institutions is very important. Secondly, the implementation of performance management systems is likely to be one of the revolutionary changes in HEIs. Finally, the uses of PMS in HEIs will provide us with a better understanding of its impact on organisational performance. Therefore, this study aimed to explore the impact of Performance management System in HEIs, and how this use of PMS contributes to the employees’ performance and Organisational Performance. An interpretive approach is used to answer research questions and to explore the implementation of PMS in depth by using qualitative data collection methods. The data subjects were faculty members from business schools of the chosen HEIs. A thematic analysis has been done with the help of NVivo software to analyse the semi-structured interviews. This research contributes to the body of knowledge in relation to the impact of performance management system on the organisational perfroamnce of HEIs in general and more specifically in context of Pakistan. Findings of this research has highlighted the critical issues regarding how performance is managed, evaluated and reported by the HEIs in order to control and organize the dynamics that influence the output of HEIs in Pakistan. Moreover, this study contributed that organisational culture have strong influence on the implementation of PMS in higher education institutions in Pakistan

Management, consultancy and the British state, c.1960-c.2010

Management consultants have been important, but hitherto largely unnoticed, features of the postwar British state. This thesis traces the emergence and development of the relationship between management consultancies and the British state. It seeks to answer three questions. First, why were management consultants brought into the machinery of the state? Second, how has state power been impacted by bringing profit-seeking actors into the machinery of the state? And third, how has the nature of management consultancy changed over time? The thesis demonstrates the role consultants played in major developments in the postwar period. The role of British consultants in helping to professionalise the civil service in the 1960s is considered, and contrasted with the impact American consultants had in seeking to overturn perceived British decline in the 1970s. Consultancies from accounting backgrounds turned their hands to attempts to automate major state operations in the 1980s. Specific case studies interrogate how consultancies influenced the policy fields of health service reform and social security benefits. And the work of consultancies during New Labour’s public sector reforms and moves towards outsourcing of state services in the 1990s and 2000s is analysed. The history of the work of these varied consultancies helps to deepen and further nuance understandings of the nature of state power and the role of elite networks and governing circles in postwar Britain