Performance management model - a systems-based approach to public service quality
By: MWITA, John Isaac
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Material type: 
ArticlePublisher: 2000Subject(s): Administração Regional | Setor Público | Gestão de Desempenho | Nova Gestão Pública | Contabilidade GerencialThe International Journal of Public Sector Management 13, 1, p. 19-37Abstract: The delivery of public services in developing countries is over-centralised. One of the reasons for this is the presence of centralised esision-making apparatus, which distances power from communties. The centralised decision making reduces accountability among public sector employees and is a good recipte for undesirable decisions and mismanagement of performance an resources at the expense of public service quality. The quality of public sector management in developng countries lags behind those of the developed countries due to the ills caused by over-centralisation. Hence, the public services in developing counttries are a drain on the wealth-producing part of their economy. Reviews the underlying literature and theoretical framework of performance management (PM as a systems-based model for cultivating the "achievement culture" in public sector organisaions (PSOs). It looks at how the various practical econometric and managerial techniques can integrate with the PM model in an attempt to excel the philosophy of new public management. The paper concludes by looking at the "new" role of manaemetn accounting systems in meeting "information needs" of modern public sector managers, as a potential ara for further research. The paper proposes that the adoption of the PM model is a universal remedy for improving service qualit in PSOs in developing countries
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
The delivery of public services in developing countries is over-centralised. One of the reasons for this is the presence of centralised esision-making apparatus, which distances power from communties. The centralised decision making reduces accountability among public sector employees and is a good recipte for undesirable decisions and mismanagement of performance an resources at the expense of public service quality. The quality of public sector management in developng countries lags behind those of the developed countries due to the ills caused by over-centralisation. Hence, the public services in developing counttries are a drain on the wealth-producing part of their economy. Reviews the underlying literature and theoretical framework of performance management (PM as a systems-based model for cultivating the "achievement culture" in public sector organisaions (PSOs). It looks at how the various practical econometric and managerial techniques can integrate with the PM model in an attempt to excel the philosophy of new public management. The paper concludes by looking at the "new" role of manaemetn accounting systems in meeting "information needs" of modern public sector managers, as a potential ara for further research. The paper proposes that the adoption of the PM model is a universal remedy for improving service qualit in PSOs in developing countries
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