A systems perspective of performance management in public sector organisations
International Journal of Public Sector Management
ISSN: 0951-3558
Article publication date: 1 September 2000
Abstract
Presents, from a systemic perspective, an examination and discussion of performance measurement, performance indicators and associated improvement initiatives, as typically applied in public sector organisations. Such mechanisms are usually implemented as a causal loop which is established between perceived performance and resulting actions, thereby constituting a form of feedback control. Within this context a two‐dimensional matrix model is postulated in which the independent dimensions are the source of control and the nature of the resultant control‐action. The paper examines the implications revealed by this model within the context of performance management and system dynamics. The potential role of influence diagrams and dynamic simulation models is thereby introduced as a potential means of unravelling the complex behaviour which can often arise in the presence of such interactive cause‐effect loops. A number of typical examples, drawn from within the public sector, are invoked to illustrate the discussion.
Keywords
Citation
Boland, T. and Fowler, A. (2000), "A systems perspective of performance management in public sector organisations", International Journal of Public Sector Management, Vol. 13 No. 5, pp. 417-446. https://doi.org/10.1108/09513550010350832
Publisher
:MCB UP Ltd
Copyright © 2000, MCB UP Limited