Performance Management

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Performance Management

  1. 1. Performance management in the public sector Seregin K.M. [email_address]
  2. 2. Performance management in the public sector <ul><li>Differentiation </li></ul><ul><li>Motivation </li></ul><ul><li>Evaluation </li></ul>
  3. 3. Differentiation
  4. 4. Differentiation <ul><li>External </li></ul><ul><li>Intrinsic </li></ul><ul><li>Money </li></ul><ul><li>Perks </li></ul><ul><li>Providing incentives, Stimulation </li></ul><ul><li>Motivation </li></ul><ul><li>Inner potential </li></ul>
  5. 5. Motivation matters
  6. 6. Government employees: working hard or hardly working? Differentiation <ul><li>67%: “Doing the best work they could” despite: </li></ul><ul><li>Having lower pay </li></ul><ul><li>Fewer advancement opportunities </li></ul><ul><li>+ nonaltruistic incentives </li></ul>Frank S.A., Lewis G.B.. Government Employees: Working Hard or Hardly Working? // The American Review of Public Administration – №34 (1) – 2004 – P. 36 – 51 . Delfgaauw J., Dur R.. Incentives and workers’ motivation in the public sector // The economic journal – № 118 (January) – 2008. P. 171–191.
  7. 7. Motivation
  8. 8. Motivation <ul><li>Motives: </li></ul><ul><li>Rational </li></ul><ul><li>Norm-Based </li></ul><ul><li>Affective </li></ul>
  9. 9. <ul><li>Articles: </li></ul><ul><li>Bright L. Does Public Service Motivation Really Make a Difference on the Job Satisfaction and Turnover Intentions of Public Employees? Pp. 150 </li></ul>Motivation Motivation ~ Productivity - ? <ul><li>Positive correlation - ok </li></ul><ul><li>Negative correlation - ??? </li></ul><ul><ul><li>Burnout </li></ul></ul><ul><ul><li>Stonewall </li></ul></ul><ul><ul><li>Failure </li></ul></ul>
  10. 10. <ul><li>Ordinariness, formality, bureaucracy… </li></ul>Motivation
  11. 11. Evaluation
  12. 12. Evaluation <ul><li>Private </li></ul><ul><li>Public </li></ul><ul><li>Quantitative </li></ul><ul><li>Easily interpretable </li></ul><ul><li>Immanent </li></ul><ul><li>Mainly qualitative </li></ul><ul><li>Hard to interpret </li></ul><ul><li>Transcendent </li></ul>
  13. 13. <ul><li>SMART – model: </li></ul><ul><li>Specific; </li></ul><ul><li>Measurable; </li></ul><ul><li>Achievable; </li></ul><ul><li>Relevant; </li></ul><ul><li>Time-certain. </li></ul>Evaluation
  14. 14. <ul><li>Indicators </li></ul><ul><li>Input measures </li></ul><ul><li>Process measures </li></ul><ul><li>Output measures </li></ul><ul><li>Outcome measures </li></ul><ul><li>Impact measures </li></ul>Evaluation
  15. 15. Performance management in the public sector <ul><li>Differentiation </li></ul><ul><ul><li>Intrinsic motivation </li></ul></ul><ul><li>Motivation </li></ul><ul><ul><li>Rational, norm-based, affective motives </li></ul></ul><ul><ul><li>Motivation ~ Productivity </li></ul></ul><ul><ul><li>Excessive formality DOES harm </li></ul></ul><ul><li>Evaluation </li></ul><ul><ul><li>SMART – model </li></ul></ul><ul><ul><li>Input, process, output, outcome, impact measures </li></ul></ul>
  16. 16. Thank you for listening!

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