Session Recap: Performance Information Use in Comparative Perspective
November 10, 2014 11:00 AM
By Liu Yi, Harvard University
Performance seems like an eternal topic for public management. How performance can be measured in an appropriate method draws a lot of attention among both scholars from universities and practitioners from different parts of public sector.
Measuring the performance of public organizations using the authority to act on behalf of the public is seen as an important way of holding them accountable. Naim Kapucu from University of Central Florida tried to find out predictors of an effective performance measurement system from perspectives of municipal governments in Turkey. Several research questions are examined in the study: What are the predictors of effective performance measurement systems in public sector? To what extent do Turkish municipalities implement performance measurement systems effectively? What are the predictors of effective performance measurement in Turkish municipalities? Whether or to what extent do technical capacity, organizational support, and external support have influence on the effectiveness level of performance measurement systems in Turkish municipalities?
Curious about the effects of the GPRA Modernization Act, passed in 2010, Donald Moynihan from University of Wisconsin–Madison conducted research that tries to assess the GPRA Modernization Act. His research offered the first systematic attempt to assess whether the act is worth it. Using a 2012 Government Accountability Office employee survey, he assessed the impact of these new routines on performance information use.
With questions about how top executives use performance information such as: what impact do organizational/personal characteristics have, and what is the influence of role identities and contextual factors, Vid Stimac from the Hertie School of Governance presented research which looked at the contextual, organizational, and person-related antecedents of public managers’ reported use of performance information. He used data from a large scale executive survey with answers from 3,154 top public sector officials in 17 European countries. A distinction is seen between internal and external use of performance information. The study also found that a bureaucratic role identity in contrast does not have a significant impact on the degree of performance information use.
Discussant Nicolai Petrovsky from University of Kentucky concluded that all the three papers are concentrated on the issues related to performance information use by public managers. Meanwhile, he pointed that a comparison can be done between the research of 19 European countries and research done in Turkey.