000			02467naa a2200229uu 4500
001			1012615483237
003			OSt
005			20190211174601.0
008			110126s2010 xx ||||gr |0|| 0 eng d
100	1		_aWAAL, André A. de _943869
245	1	0	_aAchieving high performance in the public sector : _bwhat needs to be done?
260			_aArmonk, NY : _bM.E. Sharpe, _csep. 2010
520	3		_aIn the past few decades, various attempts have been made to improve performance in the public sector. These improvement programs have had mixed and sometimes even detrimental results. Consequently, there is an increasing demand for methods that enable organizations to achieve sustainable high performance. One such method is offered by the high-performance organization framework, describing the five success factors that create a high-performance organization (HPO). By focusing on these HPO factors, public sector organizations could considerably increase their chance of becoming high performing. Research on HPOs shows that public sector organizations worldwide score significantly lower on the HPO factors than excellent (predominantly private sector) organizations do, which suggests that the public sector holds a great deal of room for improvement. Further, HPO research identified six specific public sector improvement themes that need to be addressed to improve the scores on the HPO factors in public organizations: (a) identifying the profile of an excellent public sector manager, (b) strengthening the resoluteness of management, (c) excelling in the core competence of public sector organizations (i.e., client dedication), (d) improving the performance management process of the organization, (e) improving process management within the organization, and (f) increasing the quality of the workforce. If governments focused their attention on improving these themes, highperformance government organizations would be created that add significant value to society. This paper describes the HPO framework and the results of applying this framework in the public sector worldwide
650		4	_aAvaliação de Desempenho _912937
650		4	_aModelo de Gestão _912032
651		4	_aHolanda _913170
773	0	8	_tPublic Performance & Management Review _g34, 1, p. 81-103 _dArmonk, NY : M.E. Sharpe, sep. 2010 _xISSN 15309576 _w
942			_cS
998			_a20110126 _b1548^b _cDaiane
998			_a20110128 _b1545^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c38404 _d38404
041			_aeng