Performance management in the public sector

Karen Fryer (Caledonian Business School, Glasgow Caledonian University, Glasgow, UK)
Jiju Antony (Department of DMEM, Strathclyde Institute for Operations Management, University of Strathclyde, Glasgow, UK)
Susan Ogden (Caledonian Business School, Glasgow Caledonian University, Glasgow, UK)

International Journal of Public Sector Management

ISSN: 0951-3558

Publication date: 28 August 2009

Abstract

Purpose

The purpose of the paper is to assess the state of performance management within the public sector and suggest areas for further research.

Design

This is a theoretical paper based on a literature review.

Findings

The expected improvements in performance, accountability, transparency, quality of service and value for money have not yet materialised in the public sector. There are three classes of problems with performance management in the public sector – technical, systems and involvement. Externally imposed restructurings and reorganisations restrict the successful implementation of performance management.

Research limitations/implications

The paper is theoretical, and empirical research to test the results is required.

Practical implications

The findings can be used to enhance performance management systems within both the public and private sectors.

Originality/value

The paper provides an overview of the state of performance management and measurement within public sector organisations and explains the possible unwelcome effects of performance management. It divides the problems into three categories and offers suggestions for improvement.

Keywords

Citation

Fryer, K., Antony, J. and Ogden, S. (2009), "Performance management in the public sector", International Journal of Public Sector Management, Vol. 22 No. 6, pp. 478-498. https://doi.org/10.1108/09513550910982850

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2009, Emerald Group Publishing Limited

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