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Many developing countries such as South Africa have been introducing measurement of results to improve public service delivery. The practice of development of performance measures in the public service emanates from pressure exerted by citizens who are calling for more efficiency and effectiveness in delivering services. This article examines the implementation of the audit of pre-determined objectives at the Department of Basic Education (DBE).

This study is based on a qualitative case study approach. Secondary sources of data were used in order to analyse the DBE's challenges in managing performance information. Key secondary documents used include the AGSA annual audit reports as well as the DBE 2010/11–2014/15 Strategic Plan and Annual Performance Plans (APP) that provide the pre-determined objectives selected by the Department to measure performance for the five-year period.

The findings indicate that there are shortcomings in the processes of managing performance information. Based on the findings, it is incumbent upon the senior management of the DBE to strive towards understanding and improving their oversight roles and responsibilities in the management of pre-determined objectives.

The study generates a deeper understanding of what has been happening when pre-determined objectives were developed, reported or assessed in the DBE. This will assist the Department and similar public institutions to make further improvements in order to achieve pre-determined objectives.

Getting the most bang for the taxpayer buck by bolstering federal agency accountability continues to be a political theme in the 21st century. The second round of strategic plan development mandated by Congress in the 1993 Government Performance and Results Act (GPRA) was recently completed. This article reports the results of empirical research diagnosing the implementation issues in GPRA requirements. This research reports on the efficacy of this process from the perspectives of agency representatives. Implementation issues are grouped into two broad categories; those associated with the organization’s structure and those concerned with the plan development process. This research suggests that the potential for alignment of key management systems is suspect given that institutionalization has not occurred after nearly five years of reform efforts. Reporting on federal agency efforts provides insight into barriers to and opportunities for improving GPRA implementation processes

A strategic plan is a document used to communicate an organisation’s goals and the actions needed to achieve those goals. Strategic planning in public organisations promotes timely decisions, enhances the management of limited resources in a more rational manner, improves service delivery and induces greater satisfaction of customers. The purpose of this paper is twofold: first, to critically examine the strategic planning challenges facing the Department of Telecommunications and Postal Services (DTPS), and how these impact organisational performance; second, to identify strategies that can be implemented to enhance strategic planning and performance management in the DTPS.

This paper used a qualitative case study design with the aid of document analysis to provide insight into the research questions.

The paper concludes that public institutions such as the DTPS face a plethora of challenges that militate against successful strategic planning and implementation. A major challenge is resistance to change arising from a desire to maintain the status quo. This paper argues that it is important to promote strategic planning, and aligning organisational objectives with performance in public institutions.

This study is based on documentary research and therefore its findings may lack current findings that would have emerged from direct interviews.

This research contributes towards efforts being made to make strategic planning and implementation effective and credible in public institutions especially in sub Saharan Africa.

In many South African public institutions, strategic planning is viewed as the work of top management, a misconception which compromises service delivery. In addition, strategic planning has been implemented as a direct attempt to inhibit poor budgetary planning and corruption in procurement systems, and in order to effectively manage public resources. There is a need for the department to conduct regular skills development programmes, uproot top-level bureaucracy, and increase innovation, monitoring and evaluation of organisational activities.

In discussing the general approach to management and supervisory training in Nigeria in Part II of this article, attention will be given to:

Objectivism is the critical lens used to view organizational communication of the U.S. Department of Homeland Security (DHS). The Government Performance Results Modernization Act of 2010 changed requirements for such communication by mandating that agencies like DHS emphasize performance goals and targets to be achieved in the upcoming years in their performance reporting. Interpretivism is the sense-making lens used to view changes in performance reporting. This study focuses on performance target reductions, new performance measures, and retired performance measures documented in a DHS annual report. Nineteen performance measures were selected and discussed from empirical interpretivist and institutional interpretivist lenses. When intepretivism cannot match what is reported with what would appear to be logical, administrative ironies are established.

This chapter examines performance management, which has arguably been the kernel of New Public Management inspired version of public sector reform. The first part is a literature review that looks at experiences of performance management in both developed and developing countries. It looks at the difficulty in transferring public sector reforms from developed to developing countries. This is followed by the evaluation of performance management in the post-1994 public service in South Africa. Both the individual and organisational performance systems are highlighted, followed by an analysis of performance management reforms. There is a well-developed performance management system but the empirical data and qualitative reports found that it has not worked particularly well. There are concerns around a number of issues, including the measurement of targets; the signing of performance targets; a focus on outputs rather than outcomes; a lack of harmonisation between individual and organisational performance; a lack of capacity of managers, which in some cases is due to unskilled patronage appointments; a focus on compliance rather than performance; and a lack of accountability.

This paper seeks to extend the understanding of how formal management control systems (MCSs) contribute to the construction of performance management systems (PMSs) in the French higher education (HE) sector.

Empirical data are gathered both at the global level and at the local (university) level through an in‐depth case study. This allows a dynamic multi‐level analysis based on a neo‐institutional framework.

This article shows how formal MCSs contribute to the institutionalisation of a wider PMS at the global level of the HE sector. The social context then has a determining influence on universities, through the diffusion of values and norms drained by formal MCSs, calling into question the effectiveness of the autonomy supposed to be given to universities under the new PMS. Moreover, within universities, the complex interactions between MCS and PMS resulting from learning, political interactions and conflicts of values, lead to still uncertain outcomes.

The paper focuses on one main case‐study, which is still undergoing change. Analysis could be reinforced by further longitudinal and comparative research.

Steering organisations within a framework where the State defines strategic priorities requires both appropriate performance indicators and a dialogue allowing objectives to be shared at both the social and local levels.

Institutionalisation of MCSs and accountability are discussed in the specific French context of cultural centralisation.

In the world of public budgeting, ideas and concepts often come, go, and then resurface years later in a slightly modified version. Performance budgeting was first abandoned in the 1960s; this paper examines its rebirth in an attempt to determine if it will make a significant contribution to American budgeting in the 21st century. Does it make for better budgetary decisions? What are the questions that performance budgeting is supposed to answer? Is it just another procedure that helps avoid focusing on problems of our “capacity to govern” (Schick, 1990)? The paper concludes that while there are positive things to say about the drive to performance budgeting, the Office of Management and Budget should not recommend blanket adoption.

Aligned appraisal systems explicitly hold employees accountable for contributing to the accomplishment of organizational goals. Furthermore, appraisal alignment is consistent with both core bureaucratic expectations and New Public Management control regimes, but the efficacy of the policy and its substantive impact have yet to be considered in detail. Over the last decade, federal agencies were encouraged to revise appraisal systems and include alignment. Using the bureaucratic policy adoption literature, an empirical model assesses why agencies choose to adopt and/or implement alignment. The empirical analyses reveal that not all agencies adopting alignment in their appraisal systems fully implemented it for employees and managers. Organizational resources and ideology of political appointees influence adoption, while the strength of strategic program management efforts exhibits a weak association with implementation.

The purpose of this paper is to examine the features and impact of performance management reforms implemented in the bureaucracies of several Asian states.

The paper draws on government reports, reports of international bodies, and the data produced for various governance indicators, as well as scholarly analysis of performance management and new public management.

After the 1997 Asian financial crisis, many Asian countries, including developed and developing, have introduced a variety of performance management systems into their bureaucracies. This has been encouraged by international agencies as part of their “good governance” agendas. Despite this, the goal of achieving efficient and workable public administration has still not been realized in many cases. Anti‐corruption measures are not effective, and efficiency and service delivery in public organization has not significantly improved. However, political leaders must recognize that the building of rational legal bureaucracy in which patronage influence is reduced, creating networked governance, allowing engagement with civil society, and fostering high employee motivation, are the other prerequisites for achieving efficient and accountable government. Only then will performance management contribute to this aim.

The value of this paper is to show that within the context of Asian bureaucracies, performance management is not a panacea to guarantee improvements in public administration. Other requirements are necessary, as indicated above, especially the creation of rational legal bureaucracy.