A systems perspective of performance management in public sector organisations
By: BOLAND, Tony
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Contributor(s): FOWLER, Alan.
Material type: 
ArticlePublisher: 2000Subject(s): Gestão de Desempenho | Feedback Control | Modelo | Sistema | Setor PúblicoThe International Journal of Public Sector Management 13, 5, p. 417-446Abstract: 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 betwen perceived performance and resulting actins, thereby constituing a form of feedback control. Within this context a two-dimensional matrix model is postulated in which the 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 prsence of such interactive cause-effect loops. A number of typical examples, drawn from within the public sector, are invoked to illustrated the discussion
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
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 betwen perceived performance and resulting actins, thereby constituing a form of feedback control. Within this context a two-dimensional matrix model is postulated in which the 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 prsence of such interactive cause-effect loops. A number of typical examples, drawn from within the public sector, are invoked to illustrated the discussion
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