Performance management in Korean government.
详细信息
文摘
The question of whether performance management PM) matters to the public sector is still raised despite numerous studies on it, with mixed findings. To address the question, this study examines what factors restrain PM from mattering and whether it matters to promoting desirable organizational culture and further improving organizational effectiveness. Specifically, the study explores whether contextual factors political environment, size of budget, and task characteristics) interfere with PM implementation outcomes, and whether PM has positive associations with boosting organizational culture consistent with NPM views or generally known to be effective to performance improvement) and organizational effectiveness. The PM implementation focuses on quality of performance measures, use of performance information for management, acceptance of accountability for results, and recognition of benefits of PM. Data is obtained from surveying non-management government employees sampled from four ministries of the Korean government covering diverse kinds of programs. Questionnaires are distributed to the samples and 238 usable surveys out of 553 are returned response rate ＝ 43.4%). Study hypotheses are tested using multiple regressions. This study finds that political complexity complex stakeholders and diverse influences) does not hamper PM implementation, rather tends to facilitate directly and indirectly PM by enhancing goal clarification and commitment to PM, and a larger budget has positive associations with choice of outcome measures and use of information for resource allocation. The study highlights the importance of goal clarity, organizational commitment to PM, incentive systems, and technical limitations of PM, for successful PM implementation outcomes to turn out. In terms of PM effect on organizational culture and effectiveness, the study finds that authentic PM activities developing performance measures of higher quality and actively using performance information for management) might lead to the promotion of supportive and innovative cultures and organizational effectiveness, yet weakening bureaucratic culture. However, incentive systems, a component of the entire PM system, show positive associations with bureaucratic culture and redtape, suggesting that they could be main sources of dysfunctional effects reinforcing rigid bureaucratic culture and redtape) of PM implementation, while helping to create competition among organizational components and breed their commitment to PM activities and results-oriented culture.