Pengembangan Model Evaluasi Kualitas Layanan Sistem E-Government

. In many countries, e-government system has been built to support the government in providing services to the community and industry. Although the system had been developed and has been successfully executed, the level of user acceptance and the quality level of service is often not satisfactory. The aim of this study is to develop a model for of e-government system evaluation. E-government evaluation model was developed by combining aspects of government services (public services) as well as aspects of service quality of electronic-based systems. The model was tested using empirical data. Questionnaires filled online using a web-based application, 108 samples were collected and 88 samples were declared valid to be used for measurement model analysis and e-government system evaluation. Analysis of reliability and validity of the measurement model was conducted using partial least square (PLS) technique. Analysis of the e-government system evaluation results was carried out by utilizing importance-performance analysis (IPA) method. The model developed is used to evaluate an e-government system developed by the Ministry of Trade of the Republic of Indonesia, called Inatrade. The results of Inatrade system evaluation using IPA method show that information completeness, fulfillment, responsiveness and contact are the dimensions that need to be given priority in the improvement process of Inatrade system

Developing a model that defines the relationship between a performance measurement system and other organisational entities

Many articles have been written on the design and implementation of performance measurement systems. In this regard literature also indicates the high failure rate associated with implementation. When the various issues assigned to failure are analysed, a number of these issues can be categorised as systemic issues. This research defines these systemic issues as contextual issues – those issues outside of a performance measurement system, yet having an impact on its functioning and performance as a system. This research explains how systems theory was used to construct a model that defines twelve contextual entities, seen as key entities influencing the functioning of a performance measurement system. These twelve entities are organisational culture, management commitment and support, information architecture, performance measurement process owner, overall status of IT/IS, organisational structure, evaluation process and information flow, performance management system, strategic planning process, policies and procedures, “other” measurement processes, and resources. The model also defines the relationship between each of these entities and a performance measurement system. When the model is applied in practice it determines the strength of the relationship between each entity and a performance measurement system. Based on the strength of each relationship, an organisational learning experience is created that provides a perspective on the performance measurement readiness of an organisation. This study focuses on strengthening the relevancy and applicability of the model by applying the model at two public universities in South Africa. The specific research focus was to generate an understanding of whether different contexts prompted any changes to the model. The research concludes by indicating that context changed the model in minor ways and also that the universities perceived the model to be relevant. Based on these findings stronger claims can thus be made in terms of the model’s relevancy and applicability.EThOS - Electronic Theses Online ServiceGBUnited Kingdo

Performance management and evaluation in non-profit organisations: an embedded mixed methods approach

A thesis submitted for the degree of Doctor of Philosophy in management accounting of the University of Bedfordshire, UKPerformance management research in the private and public sector has received much attention in management accounting research; however, empirical studies on performance management in the non-profit sector remain scarce. This study proposes and validates a model that explains the relationships between contingency variables, performance management practices, and organisational effectiveness in the non-profit sector. The study employed a mixed methods research approach, which entailed a field study and a cross-sectional survey in the Kenyan non-profit sector. The field study was undertaken to understand the perceptions of NPO leaders on non-profit sector characteristics, organisational effectiveness, determinants, challenges, and benefits of implementation of performance management systems in the Kenyan non-profit sector. Thereafter, a cross-sectional survey (using mailed questionnaires and an online survey) was used to collect quantitative primary data. Structural equation modelling was used to analyse the quantitative data. The structural equation modelling approach was adopted to test the hypothesised relationships among the contingency factors, performance management practices and organisational effectiveness. The findings indicate that performance management in NPOs can be categorised into three groups: performance planning, performance measurement and performance context. The NPOs emphasise mission statements and core values within the formal PM system. Although a number of private sector measurement frameworks are utilised, the NPOs mostly use logical framework, with emphasis on output and financial measures and team based targets with no clear rewards. The PM systems are resource intensive and they lead to goal displacement and narrow definition and measurement of organisational effectiveness. The results further reveal that among the contingency variables, strategic orientation significantly predicted performance management practices and organisational effectiveness in non-profits. Among the performance management variables, performance planning, performance targets, and performance rewards significantly predict organisational effectiveness domains. Furthermore, performance management practices mediate the relationship between strategic orientations, technology, information technology, leadership and external environment and organisational effectiveness domains. However, organisational size was not significantly related to performance management practices or organisational effectiveness. To successfully implement and benefit from the PM system, non-profit organisations need to address the fit between contextual factors and the performance management system. By employing a pragmatic, embedded, mixed methods approach this study provides empirical evidence of performance management practices that influence organisational effectiveness beyond the rhetoric of performance management theory. At the practice level, the findings will benefit Kenya government, non-profit organisations, donor agencies and performance evaluation practitioners

Community Development Evaluation Storymap and Legend

Community based organizations, funders, and intermediary organizations working in the community development field have a shared interest in building stronger organizations and stronger communities. Through evaluation these organizations can learn how their programs and activities contribute to the achievement of these goals, and how to improve their effectiveness and the well-being of their communities. Yet, evaluation is rarely seen as part of a non-judgemental organizational learning process. Instead, the term "evaluation" has often generated anxiety and confusion. The Community Development Storymap project is a response to those concerns.Illustrations found in this document were produced by Grove Consultants

Breakthroughs in Shared Measurement and Social Impact

A surprising new breakthrough is emerging in the social sector: A handful of innovative organizations have developed web-based systems for reporting the performance, measuring the outcomes, and coordinating the efforts of hundreds or even thousands of social enterprises within a field. These nascent efforts carry implications well beyond performance measurement, foreshadowing the possibility of profound changes in the vision and effectiveness of the entire nonprofit sector. This paper, based on six months of interviews and research by FSG Social Impact Advisors, examines twenty efforts to develop shared approaches to performance, outcome, or impact measurement across multiple organizations. The accompanying appendices include a short description of each system and four more in-depth case studies

Indicators: tools for informing, monitoring or controlling?

Today, indicators are produced and used worldwide; across all levels and sectors of society; by public, private and civil society actors; for a variety of purposes, ranging from knowledge-provision to administrative control. While the use of quantitative data as policy support, including policy formulation, has a long history, recent decades have seen the rise of what some have called an ‘indicator industry’ (for example, Hezri and Hasan 2004), focused especially on the production of environmental and sustainability indicators, within a framework variously called ‘governance by numbers' (Miller 2001; Lascoumes and Le Galès 2005; Jackson 2011), ‘management by numbers’ in public service (for example, Hood 2007) or ‘numbers discourse’ (Jackson 2011, p. 23). Indicators are generally expected to enhance the rationality of policymaking and public debate by providing a supposedly more objective, robust, and reliable information base. Indicators can operate as ‘boundary objects’ (for example, Turnhout 2009; Star 2010), catering to both technocratic and deliberative ideals, by combining ‘hard facts’ and modelling with collective reasoning and ‘speculation’. Research and development work in the area has hitherto overwhelmingly concentrated on improving the technical quality of indicators, while the fate of indicators in policymaking and the associated sociopolitical aspects have attracted little attention. This chapter focuses on this neglected area of indicator research, by providing an overview of the multiple types of existing indicators, as well as their use and influence in various venues of policymaking. Empirical examples are drawn mainly from the fields of environmental and sustainability indicators