This document summarizes the history and current practices of government performance management and evaluation in South Korea. It discusses how the Korean system was initially influenced by models from the United States but developed distinct features due to Korea's institutional and cultural context. The key features of the Korean system include an emphasis on centralization, hierarchy, group harmony, and submission to authority. It also features the involvement of civilian committees in oversight and the use of advanced information technology. The document provides an overview of Korea's legal framework and the processes of self-evaluation and specific evaluation that are used to assess performance at the organizational level.
Macroeconomic effects of central bank independence and transparency the case ...Alexander Decker
This document summarizes a journal article that investigates the impact of central bank independence and transparency on macroeconomic variables in Nigeria. It provides background on how Nigeria established an independent central bank in 2007 and aimed to adopt inflation targeting in 2009. The study examines how periods of central bank interference versus autonomy impacted selected macroeconomic variables from 1970 to 2011. It analyzes the effects of central bank independence and transparency on employment, inflation, and interest rates in Nigeria's economy.
"Implementation Of The National Parliament" Lofap "To Improve Performance Of ...inventionjournals
Policy National Parliament "LOFAP" is legislation governing the administration of the General Secretariat of the National Parliament of East Timor aims to improve the performance of civil servants in the Secretariat General and the implementation of Law No. 15/2008 on Lei Organica de Funcionamento e administração Parlamentar provide motivation for civil servants in carrying out the work that improve employee performance and increase employee career, eventually will drive the achievement of organizational objectives, the implementation of Law No. 15/2008 on the General Secretariat because the civil servant status at the General Secretariat in contrast to civil servants in general in East Timor. The purpose of research, first: to describe and analyze the indicators of performance evaluation of civil servants in the Secretariat General under PP Regime 19/2011 on do Desempenho da Avaliação dos Trabalhadores da administração Pública. The second: to determine and analyze the efforts undertaken by the General Secretariat after the implementation of Law No. 15/2008 to improve the performance of civil servants and the third: to describe and analyze the factors supporting and hindering the implementation of Law No. 15 in 2015 to improve performance civil servants in the Secretariat General. This research used a qualitative research with descriptive approach. The data collection was done by using interviews, observation and documentation. Data validation was done based on four criteria, namely: 1) Credibility, 2) Keteralihan, 3) Addiction, and 4) Certainty. The process of the data analysis used a technical data analysis interactive model of Milles and Hubberman in Saldana. The results of this study revealed that in evaluating the performance of civil servants in the General Secretariat by PP. No. 19/2011, the General Secretariat can effort to improve the performance of civil servants such as Resources, Bureaucratic Structure, Training and Comparative Studies, and Financial Resources. Enabling and inhibiting factors, among others: supporting factors that Financial Resources and Infrastructures. While, some factor obstacle in improving the performance of civil servants, namely Communications, Disposition and time civil servants in the Secretariat General of Parliament.
The objective of this study is determining and analysing the effect of regional expansion, infrastructure development and productive economic activities toward people welfare in South Sorong. It is also conducted in order to know and analyze the dominant program on the people welfare in South Sorong. This research was conducted in South Sorong with quantitative and qualitative data applying multiple regression analysis. Regression analysis result showed that there is a significant relationship on variable regional expansion with people welfare in South Sorong-Papua. The development of infrastructure has a significant influence on people welfare in South Sorong-Papua. Productive economic activities also have an influence on people welfare in South Sorong-Papua. Partial analysis testing result discovers that infrastructure development factor has dominant effects on people welfare compared to the factors of regional expansion program and productive economic business.
Principles of Public Administration and their usage forDR.MANZOOR YETOO
This document discusses principles of public administration and how they can positively impact key sectors like education, transportation, healthcare, and the environment. It argues that public administration is a complex process that involves balancing social, economic, legal and political issues. For the public sector to function well, clear laws and principles must be established to govern it. Some key principles discussed are reliability, transparency, accountability, and efficiency. The document also provides examples of how principles like transparency, accountability and efficiency have been applied specifically in the education and transportation sectors in the US to improve governance and services.
This document summarizes the presentation "Public administration in the context of good governance: locus, focus & boundaries of reforms with special reference to nepal" given by Ram prasad ghimire. The presentation discusses Nepal's administrative reforms over time, trends in global public administration, Nepal's governance challenges, and recent initiatives to improve the civil service and reduce corruption. Key reforms discussed include establishing clear roles for political and administrative authorities, improving selection of competent civil servants, increasing training opportunities, and implementing performance contracts. The presentation evaluates achievements of the reforms but also acknowledges ongoing challenges to establishing effective governance in Nepal.
Factors Influencing Implementation of Strategic Plans in Non-Governmental Org...paperpublications3
Abstract: This study sought to determine the factors influencing implementation of strategic plans in Non-Governmental Organizations in Trans-Nzoia County. The specific objectives of the study were to; to investigate the influence of organizational leadership on strategic plans implementation in NGOs in Trans-Nzoia County; to establish the influence of organizational structure adopted by NGOs in Trans-Nzoia County on strategic plans implementation; to determine the effect of resource allocation on implementation of strategic plans in NGOs in Trans-Nzoia County. The researcher used descriptive research design to determine factors influencing implementation of strategic plans in NGOs in Trans-Nzoia County. The target population was 80 employees of 8 registered NGOs operating in Trans-Nzoia County. Top level managers, middle level managers and lower level employees were the respondents. Out of the 80 respondents 77 filled and returned the questionnaires. Primary data was collected using structured questionnaires. The data collected was analysed using simple descriptive statistics including percentages, and frequencies. On regression results, R squared was 0.755 hence there was variation of 75.5% on strategy implementation due to organizational leadership, organizational structure, and resource allocation at 95% confidence interval. The study established that organizational leadership, resource allocation and organizational structure significantly influence implementation of strategic plans in NGOs in Trans-Nzoia County. P-Values were organizational leadership, 0.000, resource allocation, 0.001 and organizational structure, 0.027. All these p-values were less than 0.05 hence significant. The study found that there was no adequate flow of information and communication; pet projects by top managers receive more resources; employees were not involved in decision making and employees were not given feedback. Due to the above finds the recommendations are: adjustment of organizational structures to allow free flow of information and communication; resource allocation to be geared towards the organization’s vision; and leadership to adopt leadership styles and practices that encourage employee participation. Also, the leadership should appraise employees regularly with an aim of giving feedback so as to improve their performance.
Factors Affecting the Capacity of Bureaucratic Apparatus in Providing Public ...theijes
The purpose of this study was: (1) to study and analyze the factors influencing bureaucratic apparatus capacity of knowledge, skill, work ethic, and motivation and their separate impact on public service in the province of Southeast Sulawesi. (2) To study and analyze the simultaneous impact of bureaucratic apparatus capacity of knowledge, skill, work ethic and motivation on public service in the province of Southeast Sulawesi. (3) To study and analyze qualitatively whether political factor support or hinder the capacity and professionalism of bureaucratic apparatus in the provision of public service in the province of Southeast Sulawesi. This study employed a combination of quantitative and qualitative approaches. The population of this study was all civil servants working at some offices and institutions which provide public services in four municipalities (excluding the heads of the office) and the service recipients. The samples were determined by using a cluster random sampling technique which applied Machin and Campbell formula, resulting in a total of 266 respondents. To statistically analyze the data, a method of path analysis was applied. The results of the study showed that the simultaneous effect of bureaucratic apparatus capacity, which includes knowledge, work ethic, and motivation on public services in the province of Southeast Sulawesi. The remaining 48.8 % was affected by other factors beyond the scope of this study. Separately, every single variable had a different effect: the effect of knowledge, skill, work ethic, and motivation. Of the four variables that were examined quantitatively, knowledge appeared to be the most dominant one. However, separately those variables did not have any significant effect. Political factor, which was analyzed qualitatively, turned out to be inhibiting the capacity and professionalism of bureaucratic apparatus in the province of Southeast Sulawesi, owing to the fact that assignment of high echelon officers and placement of staff are not based on their competence; rather, the positions and placement become political gifts given to those who have helped current heads of municipality or city major to win election
Macroeconomic effects of central bank independence and transparency the case ...Alexander Decker
This document summarizes a journal article that investigates the impact of central bank independence and transparency on macroeconomic variables in Nigeria. It provides background on how Nigeria established an independent central bank in 2007 and aimed to adopt inflation targeting in 2009. The study examines how periods of central bank interference versus autonomy impacted selected macroeconomic variables from 1970 to 2011. It analyzes the effects of central bank independence and transparency on employment, inflation, and interest rates in Nigeria's economy.
"Implementation Of The National Parliament" Lofap "To Improve Performance Of ...inventionjournals
Policy National Parliament "LOFAP" is legislation governing the administration of the General Secretariat of the National Parliament of East Timor aims to improve the performance of civil servants in the Secretariat General and the implementation of Law No. 15/2008 on Lei Organica de Funcionamento e administração Parlamentar provide motivation for civil servants in carrying out the work that improve employee performance and increase employee career, eventually will drive the achievement of organizational objectives, the implementation of Law No. 15/2008 on the General Secretariat because the civil servant status at the General Secretariat in contrast to civil servants in general in East Timor. The purpose of research, first: to describe and analyze the indicators of performance evaluation of civil servants in the Secretariat General under PP Regime 19/2011 on do Desempenho da Avaliação dos Trabalhadores da administração Pública. The second: to determine and analyze the efforts undertaken by the General Secretariat after the implementation of Law No. 15/2008 to improve the performance of civil servants and the third: to describe and analyze the factors supporting and hindering the implementation of Law No. 15 in 2015 to improve performance civil servants in the Secretariat General. This research used a qualitative research with descriptive approach. The data collection was done by using interviews, observation and documentation. Data validation was done based on four criteria, namely: 1) Credibility, 2) Keteralihan, 3) Addiction, and 4) Certainty. The process of the data analysis used a technical data analysis interactive model of Milles and Hubberman in Saldana. The results of this study revealed that in evaluating the performance of civil servants in the General Secretariat by PP. No. 19/2011, the General Secretariat can effort to improve the performance of civil servants such as Resources, Bureaucratic Structure, Training and Comparative Studies, and Financial Resources. Enabling and inhibiting factors, among others: supporting factors that Financial Resources and Infrastructures. While, some factor obstacle in improving the performance of civil servants, namely Communications, Disposition and time civil servants in the Secretariat General of Parliament.
The objective of this study is determining and analysing the effect of regional expansion, infrastructure development and productive economic activities toward people welfare in South Sorong. It is also conducted in order to know and analyze the dominant program on the people welfare in South Sorong. This research was conducted in South Sorong with quantitative and qualitative data applying multiple regression analysis. Regression analysis result showed that there is a significant relationship on variable regional expansion with people welfare in South Sorong-Papua. The development of infrastructure has a significant influence on people welfare in South Sorong-Papua. Productive economic activities also have an influence on people welfare in South Sorong-Papua. Partial analysis testing result discovers that infrastructure development factor has dominant effects on people welfare compared to the factors of regional expansion program and productive economic business.
Principles of Public Administration and their usage forDR.MANZOOR YETOO
This document discusses principles of public administration and how they can positively impact key sectors like education, transportation, healthcare, and the environment. It argues that public administration is a complex process that involves balancing social, economic, legal and political issues. For the public sector to function well, clear laws and principles must be established to govern it. Some key principles discussed are reliability, transparency, accountability, and efficiency. The document also provides examples of how principles like transparency, accountability and efficiency have been applied specifically in the education and transportation sectors in the US to improve governance and services.
This document summarizes the presentation "Public administration in the context of good governance: locus, focus & boundaries of reforms with special reference to nepal" given by Ram prasad ghimire. The presentation discusses Nepal's administrative reforms over time, trends in global public administration, Nepal's governance challenges, and recent initiatives to improve the civil service and reduce corruption. Key reforms discussed include establishing clear roles for political and administrative authorities, improving selection of competent civil servants, increasing training opportunities, and implementing performance contracts. The presentation evaluates achievements of the reforms but also acknowledges ongoing challenges to establishing effective governance in Nepal.
Factors Influencing Implementation of Strategic Plans in Non-Governmental Org...paperpublications3
Abstract: This study sought to determine the factors influencing implementation of strategic plans in Non-Governmental Organizations in Trans-Nzoia County. The specific objectives of the study were to; to investigate the influence of organizational leadership on strategic plans implementation in NGOs in Trans-Nzoia County; to establish the influence of organizational structure adopted by NGOs in Trans-Nzoia County on strategic plans implementation; to determine the effect of resource allocation on implementation of strategic plans in NGOs in Trans-Nzoia County. The researcher used descriptive research design to determine factors influencing implementation of strategic plans in NGOs in Trans-Nzoia County. The target population was 80 employees of 8 registered NGOs operating in Trans-Nzoia County. Top level managers, middle level managers and lower level employees were the respondents. Out of the 80 respondents 77 filled and returned the questionnaires. Primary data was collected using structured questionnaires. The data collected was analysed using simple descriptive statistics including percentages, and frequencies. On regression results, R squared was 0.755 hence there was variation of 75.5% on strategy implementation due to organizational leadership, organizational structure, and resource allocation at 95% confidence interval. The study established that organizational leadership, resource allocation and organizational structure significantly influence implementation of strategic plans in NGOs in Trans-Nzoia County. P-Values were organizational leadership, 0.000, resource allocation, 0.001 and organizational structure, 0.027. All these p-values were less than 0.05 hence significant. The study found that there was no adequate flow of information and communication; pet projects by top managers receive more resources; employees were not involved in decision making and employees were not given feedback. Due to the above finds the recommendations are: adjustment of organizational structures to allow free flow of information and communication; resource allocation to be geared towards the organization’s vision; and leadership to adopt leadership styles and practices that encourage employee participation. Also, the leadership should appraise employees regularly with an aim of giving feedback so as to improve their performance.
Factors Affecting the Capacity of Bureaucratic Apparatus in Providing Public ...theijes
The purpose of this study was: (1) to study and analyze the factors influencing bureaucratic apparatus capacity of knowledge, skill, work ethic, and motivation and their separate impact on public service in the province of Southeast Sulawesi. (2) To study and analyze the simultaneous impact of bureaucratic apparatus capacity of knowledge, skill, work ethic and motivation on public service in the province of Southeast Sulawesi. (3) To study and analyze qualitatively whether political factor support or hinder the capacity and professionalism of bureaucratic apparatus in the provision of public service in the province of Southeast Sulawesi. This study employed a combination of quantitative and qualitative approaches. The population of this study was all civil servants working at some offices and institutions which provide public services in four municipalities (excluding the heads of the office) and the service recipients. The samples were determined by using a cluster random sampling technique which applied Machin and Campbell formula, resulting in a total of 266 respondents. To statistically analyze the data, a method of path analysis was applied. The results of the study showed that the simultaneous effect of bureaucratic apparatus capacity, which includes knowledge, work ethic, and motivation on public services in the province of Southeast Sulawesi. The remaining 48.8 % was affected by other factors beyond the scope of this study. Separately, every single variable had a different effect: the effect of knowledge, skill, work ethic, and motivation. Of the four variables that were examined quantitatively, knowledge appeared to be the most dominant one. However, separately those variables did not have any significant effect. Political factor, which was analyzed qualitatively, turned out to be inhibiting the capacity and professionalism of bureaucratic apparatus in the province of Southeast Sulawesi, owing to the fact that assignment of high echelon officers and placement of staff are not based on their competence; rather, the positions and placement become political gifts given to those who have helped current heads of municipality or city major to win election
The Effect Of Government Apparatus Competence And The Effectiveness Of Government Internal Control Toward The Quality Of Financial Reporting And Its Impact On The Performance Accountability In Local Government (Survey Of All Units Local Government In Tegal City – Central Java Province- Indonesian)
Setting Up the Development Performance Evaluation SystemDadang Solihin
The document outlines the establishment of the Directorate for System and Reporting of Development Performance Evaluation in Indonesia. It discusses the need for an integrated development evaluation system given the fragmented nature of existing evaluation systems. It proposes developing common indicators and integrating evaluations across different institutions to increase efficiency and accountability. The future system aims to make evaluations more objective, continuous, and incentivize good performance through open information and rewards.
This study empirically investigates the impact of institutional variables on financial development in 29 African
countries. The Pooled Mean Group estimation method was applied to annual data covering the 2000 to 2014 period.
The results show that in the short run, economic freedom has a positive impact on financial development. In the long
term, democracy has a negatve impact on financial development while corruption and economic freedom positively
affect financial development. This suggests that promoting economic freedom is conducive to financial
development. However, in African countries, democracy is not in favour of financial development.
Health Information Technology and Open Government PolicyJeff Smith
This is a descriptive (Yin, 2003) instrumental (Stake, 1995) case study that sought to answer the basic question, How is ONC complying with the Obama administration’s Open Government initiatives? Goals associated with the study include:
• To understand how various activities and programs align with the administration’s goals of promoting more transparent, participatory and collaborative government
• To identify definitional themes of “Open Government” as illustrated by stakeholders inside and outside of ONC
• To explore how data are being used “downstream” to:
o Inform policy decisions;
o Enhance research; and / or
o Promote innovation
• To propose a conceptual framework through which ONC and other government agencies could assess current and future Open Government initiatives
This document summarizes a research paper on factors influencing the quality of financial reporting and its implications for good government governance in local governments in Indonesia. The paper discusses how apparatus competence and internal controls can affect the quality of financial reporting. Previous audits found issues of non-compliance and fraud in some local government financial reports. The purpose of the research was to analyze the influence of apparatus competence and internal controls on the quality of financial reporting and how that quality then impacts good government governance. The paper reviews relevant literature on these topics and proposes a theoretical framework and research model to study the relationships.
This document provides a summary of the final outcome evaluation of the Enhancement of Living Standards in Fergana Valley project conducted by Fuat Andic, Ph.D. for UNDP Uzbekistan. The evaluation assessed the project's design, relevance, efficiency, effectiveness, sustainability, resource mobilization, ownership, and lessons learned. Key findings include that the project was relevant and efficiently administered, though capacity building of local governments was only partially effective. Sustainability of improved public services and access to rural development is high, while sustainability of local authorities' capacity is low. Recommendations focus on longer-term training for local officials and preparing project trainees to train others.
A Comparative Study of Digital Government Policies-KOREA dan AMERIKA.pdfMuhelwan Muhelwan
The document provides a comparative study of digital government policies focusing on e-government acts in South Korea and the United States over the past two decades. It finds that while both countries enacted e-government acts around 2001-2002 to promote digital transformation, the acts differed in scope and approach. The US act is more comprehensive and established a strong dedicated organization, the OMB, to coordinate budget and policy. In contrast, South Korea's act focused on electronic documents and lacked a centralized body. As a result, digital policies have been more consistent in the US across administrations compared to changing strategies in South Korea.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxblondellchancy
This paper analyzes weaknesses in Jordan's policy reform process. It conducts a diagnostic analysis of administrative reform characteristics in Jordan and identifies weaknesses, with a focus on policy roles in the policy-making process. Administrative reform has been an area of interest since the early 1980s but outcomes have been below expectations with inadequate impact. The study examines how Jordan can best invest resources to maximize public sector efficiency, specifically in reforming policy processes. It concludes that the degree of authority at the national and organizational levels is the primary factor impacting efficiency, accountability, and responsiveness. Recent reform efforts in Jordan to address these issues could create conflicts threatening government stability.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxmakdul
A C A D E M I C P A P E R
Reforming policy roles in the Jordanian policy‐making process
Rami Tbaishat1 | Ali Rawabdeh1 | Khaled Qassem Hailat2 | Shaker A Aladwan1 |
Samir Al Balas1 | Mohammed Iqbal Al Ajlouny3
1 Department of Public Administration, Faculty
of Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
2 Department of Marketing, Faculty of
Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
3 Department of Business Administration,
Faculty of Business, Al‐zaytoonah University
of Jordan, Irbid, Jordan
Correspondence
Rami Tbaishat, Department of Public
Administration, Faculty of Economics and
Administrative Sciences, Yarmouk University,
Irbid 21163, Jordan.
Email: [email protected]
The aim of this diagnostic analysis is to identify the weaknesses in the process of
reforming policy in Jordan. This study will first present a diagnostic analysis of the
characteristics of administrative reform in Jordan. Following this, weaknesses will be
identified with a focus on policy roles in the policy‐making process. Administrative
reform has long been an area of interest and development in Jordan since the early
1980s. Conferences were held, political and technical committees formed, and exper-
tise and resources invested. The outcomes of these programs have been below
expectations, with inadequate impact. This investigation paid attention on how
Jordan can best invest its resources to maximize efficiency in the public sector, spe-
cifically the process of reforming policy. This study concludes that the primary factor
impacting efficiency, accountability, and responsiveness is the degree of authority at
both national and organizational level. Recent efforts in Jordan to tackle these issues
could create more conflicts that threaten the Jordanian government's stability. Other
resources have been dedicated to reviewing the rules and values that govern the rela-
tionship between state and society.
1 | INTRODUCTION
The bureaucratic ethos that emphasizes the importance
of centrally controlled rationality considers one of the
most important characteristics of the political regime
which Jordan has experienced during the last decades
(UNDP Report, 2015). In this context, economic
performance in most cases proved to be less than
adequate for either ensuring self‐sustained development
or, at a minimum, being able to meet the basic
requirements of the populace. In Jordan, the movement
away from the authoritarian past is characterized by
the efforts to maintain or improve the neoliberal
foundations of the economy while opening the political
arena to ensure the participation of a traditionally
marginalized citizenry that demands an equitable and
prompt share of the benefits of economic growth.
Despite the official political structure, it is so clear that the domination
of the executive branch over the judicial and legislative branch of
government is eminent. The extreme cen.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxronak56
This paper analyzes weaknesses in Jordan's policy reform process. It conducts a diagnostic analysis of administrative reform characteristics in Jordan and identifies weaknesses, with a focus on policy roles in the policy-making process. Administrative reform has been an area of interest since the early 1980s but outcomes have been below expectations with inadequate impact. The study examines how Jordan can best invest resources to maximize public sector efficiency, specifically in reforming policy processes. It concludes that the degree of authority at the national and organizational levels is the primary factor impacting efficiency, accountability, and responsiveness. Recent reform efforts in Jordan to address these issues could create conflicts that threaten government stability.
Explain the managerial approach to public administration and include.pdffeelingcomputors
Explain the managerial approach to public administration and include references.
Solution
Managerial Approach in Romania -
After World War II, Romania entered in the Russian sphere of influence as all the other Eastern
European countries, leading to a change of the political regime, from a constitutional monarchy
to a totalitarian communist regime. This change had an important impact on all levels of the
society. From the public administration point of view this meant a big change not only regarding
the structure, organization and functioning, but also regarding the academic field. Because of the
communist ideology, Public Administration as an independent discipline never existed. We
cannot talk about a civil service in the Western sense of the word. “Communist ideology and the
immediate interests of the regime took precedence as opposed to merit principles, specialized
training, administrative competence and high ethical standards. The separation of policy
development and administration left the civil service with a residual role in technical
implementation […] Therefore the main form of civil service education during this period was
party political training, instructing bureaucrats how to comply with party policy and strictly
implement party decisions”.The public sector before 1989 can be characterized as a centralized
system, built to respond promptly to the parties commands with a strong hierarchical control,
recruitment system based only on party recommendations; lack of ethics code and a strong
legalistic culture guiding all the administration activities; oversize of the administrative structure
with high personnel turn-over rate leading to uncertainty and corruption.
Changes after 1989 -
The fall of the communist regime gave the possibility to the reestablishment of a democratic
political system with a public administration resembling its Western counterparts – at least in
theory. The new Romanian democracy was facing a serious challenge: on one hand, it had to
assure a strong economic development in order to create a market economy and to sustain a
reasonable high level of social protection2 – solving these issues would enforce legitimacy of the
new political leaders. But it had to do this with an administrative apparatus inherited from the
former regime. The problem faced was quite difficult: reforming the state while still performing
everyday functions, continuing to provide public goods and services and deal with the economic
and social problems of transition. Romania was facing in some sense the problems that Western
countries faced at the beginning of the ‘70’s when the “welfare state” had to reduce costs while
maintaining the same level of social services; the difference was that Romania had a pre-
bureaucratic administrative system (in some aspects it still has today) and had to make a “giant”
leap to a postbureaucratic one. After 1989, probably the most utilized word by the political
leaders was “reform”. Every party leader, r.
This document discusses performance management systems in Tanzania's public service. It begins by providing background on Tanzania's economic and political reforms since independence, and the subsequent public service reforms aimed at improving performance, accountability, and service delivery.
It then describes Tanzania's approach to performance management, which involves a four-stage performance improvement model. The stages are 1) planning using tools like strategic plans and client surveys, 2) implementation using performance agreements and service charters, 3) monitoring and evaluation, and 4) performance reviews. Finally, it discusses how this model has been implemented in public institutions, starting with client surveys and self-assessments to inform strategic planning and ending with monitoring and evaluation systems.
The document summarizes best practices in strategic planning and performance management systems in public administrations. It presents a matrix for evaluating cases that looks at strategic planning, budgeting/policy formulation, monitoring, and evaluation.
Nine case studies are then analyzed using this matrix, including systems in Finland, the Netherlands, Sweden, UK, and US for central governments, and examples from New Zealand, UK, and Belgium for local governments. The document concludes by evaluating systems in Poland, Bulgaria, Greece, Lithuania, and Romania against the matrix. It provides recommendations to support further reforms using EU funds.
Indonesia began bureaucratic reforms in 2007 to achieve a government free of corruption, improve public services, and increase performance. Reforms focused on restructuring organizations, improving business processes, human resources, and discipline. A steering committee oversees reforms, while a management unit guides implementation across ministries and local governments. Reforms are implemented in three phases - pilot, rollout to key institutions, then all others. Frameworks provide guidelines on roadmaps, criteria, and accountability. Compensation reform aims to link pay to performance and administrative reform.
Defining governance in relation to nepad and aprmKayode Fayemi
1) Governance involves creating a viable state that is accessible, efficient, accountable, transparent, and equitable through well-functioning institutions that establish an enabling environment for human security and development.
2) The notion of "good governance" gained prominence in the 1990s with the end of the Cold War, though its exact meaning is debated. African countries sought a transparent, trusted, and accountable state.
3) NEPAD's African Peer Review Mechanism aims to bridge the gap between efficient state capacity and legitimate civil society involvement in governance. It defines benchmarks and indicators through stakeholder participation beyond just state actors.
Core-peripheries in South KoreaAuthor’s nameInstitutional AlleneMcclendon878
Core-peripheries in South Korea
Author’s name
Institutional affiliation
Core-peripheries in South Korea
Introduction
By definition, core-periphery is a concept that was postulated by Friedman in the year 1966 and other scholars which primarily describes and explains uneven development process whereby primary core areas of the country hold educational, economic, political, social power and source their primary raw materials from the periphery (In Westwood, 2014). Additionally, peripheral areas depend on the livelihood of the core areas which in most cases have weaker political influence, lower economies, lower educational levels, and lower innovation rates. Most of the Asian countries are peripheral countries excluding South Korea and Japan. In south-Korea for instance, the demilitarized zone that exists between the South and North Korea represent the physical division between the periphery and the core (In Westwood, 2014). This report will, therefore, describe and identify different maps that depict core-peripheral regions in South Korea and across the continent, it will show country maps that are showing the separation and relationship between core-periphery areas in South Korea, it will discuss the reason the core areas have succeeded and the justification of the country maps that were selected.
Justification of a countries map
This map was chosen because of its depiction of the South Korean economic progression from a peripheral agrarian economy. In other words, it characterizes the modern world economy that is fundamentally characterized by the disparities that exist in the periphery and the core areas in South Korea the capitalism (In Westwood, 2014). In simple terms, the way this map was drawn clearly typifies the division of labor existing between the semi-periphery and the core states as well as the endless accumulation of capital between the core-periphery areas in South Korea (In Westwood, 2014). Additionally, the degree of profitability as far as the production process is concerned apparently makes up the difference that exists between the core, periphery, and semi-periphery areas. In this case, the core areas of South Korea features practical and advanced economic activities such that their production processes are controlled by quasi-monopolies which make them more competitive (In Westwood, 2014). Moreover, semi-peripheral areas are in most cases economically mixed. According to some scholars, it is clear that, in a system that is attributed to endless capital accumulation and division of labor, the result is basically to exchange of products and goods in unequal proportion where peripheral states and areas exchange faulty products.
Discussion
In South Korea as compared to other Asian countries, there were no cases of collusion. For example, in government relations that occurred with the conglomerates business of Cheobols, what is commonly known as a statist developmental parad ...
China Analysis - Third Plenary Session of the 18th Party CongressBrunswick Group
The Third Plenary Session of the 18th Party Congress addressed a number of economic and social reforms in China. The document summarizes that the communiqué released after the meeting detailed reforms to support economic growth by continuing to deepen economic liberalization and enhance the role of market forces. Key highlights included reforming state-owned enterprises, strengthening the role of the central government, increasing the role of the market in allocating resources, and improving social welfare programs. The document analyzed the implications and priorities established by the Third Plenary Session on issues such as rural reform, tax reform, fiscal reform, and social welfare.
The document discusses good governance and the mechanisms that promote it according to the World Bank and the Commission of the European Communities. The World Bank recommends three incentive mechanisms to enhance state capability: rules and restraints within the public sector, mechanisms that promote citizen voice and participation, and mechanisms that promote competition. The Commission of the European Communities identifies five principles of good governance: openness, participation, accountability, effectiveness, and coherence.
The Effect Of Government Apparatus Competence And The Effectiveness Of Government Internal Control Toward The Quality Of Financial Reporting And Its Impact On The Performance Accountability In Local Government (Survey Of All Units Local Government In Tegal City – Central Java Province- Indonesian)
Setting Up the Development Performance Evaluation SystemDadang Solihin
The document outlines the establishment of the Directorate for System and Reporting of Development Performance Evaluation in Indonesia. It discusses the need for an integrated development evaluation system given the fragmented nature of existing evaluation systems. It proposes developing common indicators and integrating evaluations across different institutions to increase efficiency and accountability. The future system aims to make evaluations more objective, continuous, and incentivize good performance through open information and rewards.
This study empirically investigates the impact of institutional variables on financial development in 29 African
countries. The Pooled Mean Group estimation method was applied to annual data covering the 2000 to 2014 period.
The results show that in the short run, economic freedom has a positive impact on financial development. In the long
term, democracy has a negatve impact on financial development while corruption and economic freedom positively
affect financial development. This suggests that promoting economic freedom is conducive to financial
development. However, in African countries, democracy is not in favour of financial development.
Health Information Technology and Open Government PolicyJeff Smith
This is a descriptive (Yin, 2003) instrumental (Stake, 1995) case study that sought to answer the basic question, How is ONC complying with the Obama administration’s Open Government initiatives? Goals associated with the study include:
• To understand how various activities and programs align with the administration’s goals of promoting more transparent, participatory and collaborative government
• To identify definitional themes of “Open Government” as illustrated by stakeholders inside and outside of ONC
• To explore how data are being used “downstream” to:
o Inform policy decisions;
o Enhance research; and / or
o Promote innovation
• To propose a conceptual framework through which ONC and other government agencies could assess current and future Open Government initiatives
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This document provides a summary of the final outcome evaluation of the Enhancement of Living Standards in Fergana Valley project conducted by Fuat Andic, Ph.D. for UNDP Uzbekistan. The evaluation assessed the project's design, relevance, efficiency, effectiveness, sustainability, resource mobilization, ownership, and lessons learned. Key findings include that the project was relevant and efficiently administered, though capacity building of local governments was only partially effective. Sustainability of improved public services and access to rural development is high, while sustainability of local authorities' capacity is low. Recommendations focus on longer-term training for local officials and preparing project trainees to train others.
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The document provides a comparative study of digital government policies focusing on e-government acts in South Korea and the United States over the past two decades. It finds that while both countries enacted e-government acts around 2001-2002 to promote digital transformation, the acts differed in scope and approach. The US act is more comprehensive and established a strong dedicated organization, the OMB, to coordinate budget and policy. In contrast, South Korea's act focused on electronic documents and lacked a centralized body. As a result, digital policies have been more consistent in the US across administrations compared to changing strategies in South Korea.
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A C A D E M I C P A P E RReforming policy roles in the Jor.docxmakdul
A C A D E M I C P A P E R
Reforming policy roles in the Jordanian policy‐making process
Rami Tbaishat1 | Ali Rawabdeh1 | Khaled Qassem Hailat2 | Shaker A Aladwan1 |
Samir Al Balas1 | Mohammed Iqbal Al Ajlouny3
1 Department of Public Administration, Faculty
of Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
2 Department of Marketing, Faculty of
Economics and Administrative Sciences,
Yarmouk University, Irbid, Jordan
3 Department of Business Administration,
Faculty of Business, Al‐zaytoonah University
of Jordan, Irbid, Jordan
Correspondence
Rami Tbaishat, Department of Public
Administration, Faculty of Economics and
Administrative Sciences, Yarmouk University,
Irbid 21163, Jordan.
Email: [email protected]
The aim of this diagnostic analysis is to identify the weaknesses in the process of
reforming policy in Jordan. This study will first present a diagnostic analysis of the
characteristics of administrative reform in Jordan. Following this, weaknesses will be
identified with a focus on policy roles in the policy‐making process. Administrative
reform has long been an area of interest and development in Jordan since the early
1980s. Conferences were held, political and technical committees formed, and exper-
tise and resources invested. The outcomes of these programs have been below
expectations, with inadequate impact. This investigation paid attention on how
Jordan can best invest its resources to maximize efficiency in the public sector, spe-
cifically the process of reforming policy. This study concludes that the primary factor
impacting efficiency, accountability, and responsiveness is the degree of authority at
both national and organizational level. Recent efforts in Jordan to tackle these issues
could create more conflicts that threaten the Jordanian government's stability. Other
resources have been dedicated to reviewing the rules and values that govern the rela-
tionship between state and society.
1 | INTRODUCTION
The bureaucratic ethos that emphasizes the importance
of centrally controlled rationality considers one of the
most important characteristics of the political regime
which Jordan has experienced during the last decades
(UNDP Report, 2015). In this context, economic
performance in most cases proved to be less than
adequate for either ensuring self‐sustained development
or, at a minimum, being able to meet the basic
requirements of the populace. In Jordan, the movement
away from the authoritarian past is characterized by
the efforts to maintain or improve the neoliberal
foundations of the economy while opening the political
arena to ensure the participation of a traditionally
marginalized citizenry that demands an equitable and
prompt share of the benefits of economic growth.
Despite the official political structure, it is so clear that the domination
of the executive branch over the judicial and legislative branch of
government is eminent. The extreme cen.
A C A D E M I C P A P E RReforming policy roles in the Jor.docxronak56
This paper analyzes weaknesses in Jordan's policy reform process. It conducts a diagnostic analysis of administrative reform characteristics in Jordan and identifies weaknesses, with a focus on policy roles in the policy-making process. Administrative reform has been an area of interest since the early 1980s but outcomes have been below expectations with inadequate impact. The study examines how Jordan can best invest resources to maximize public sector efficiency, specifically in reforming policy processes. It concludes that the degree of authority at the national and organizational levels is the primary factor impacting efficiency, accountability, and responsiveness. Recent reform efforts in Jordan to address these issues could create conflicts that threaten government stability.
Explain the managerial approach to public administration and include.pdffeelingcomputors
Explain the managerial approach to public administration and include references.
Solution
Managerial Approach in Romania -
After World War II, Romania entered in the Russian sphere of influence as all the other Eastern
European countries, leading to a change of the political regime, from a constitutional monarchy
to a totalitarian communist regime. This change had an important impact on all levels of the
society. From the public administration point of view this meant a big change not only regarding
the structure, organization and functioning, but also regarding the academic field. Because of the
communist ideology, Public Administration as an independent discipline never existed. We
cannot talk about a civil service in the Western sense of the word. “Communist ideology and the
immediate interests of the regime took precedence as opposed to merit principles, specialized
training, administrative competence and high ethical standards. The separation of policy
development and administration left the civil service with a residual role in technical
implementation […] Therefore the main form of civil service education during this period was
party political training, instructing bureaucrats how to comply with party policy and strictly
implement party decisions”.The public sector before 1989 can be characterized as a centralized
system, built to respond promptly to the parties commands with a strong hierarchical control,
recruitment system based only on party recommendations; lack of ethics code and a strong
legalistic culture guiding all the administration activities; oversize of the administrative structure
with high personnel turn-over rate leading to uncertainty and corruption.
Changes after 1989 -
The fall of the communist regime gave the possibility to the reestablishment of a democratic
political system with a public administration resembling its Western counterparts – at least in
theory. The new Romanian democracy was facing a serious challenge: on one hand, it had to
assure a strong economic development in order to create a market economy and to sustain a
reasonable high level of social protection2 – solving these issues would enforce legitimacy of the
new political leaders. But it had to do this with an administrative apparatus inherited from the
former regime. The problem faced was quite difficult: reforming the state while still performing
everyday functions, continuing to provide public goods and services and deal with the economic
and social problems of transition. Romania was facing in some sense the problems that Western
countries faced at the beginning of the ‘70’s when the “welfare state” had to reduce costs while
maintaining the same level of social services; the difference was that Romania had a pre-
bureaucratic administrative system (in some aspects it still has today) and had to make a “giant”
leap to a postbureaucratic one. After 1989, probably the most utilized word by the political
leaders was “reform”. Every party leader, r.
This document discusses performance management systems in Tanzania's public service. It begins by providing background on Tanzania's economic and political reforms since independence, and the subsequent public service reforms aimed at improving performance, accountability, and service delivery.
It then describes Tanzania's approach to performance management, which involves a four-stage performance improvement model. The stages are 1) planning using tools like strategic plans and client surveys, 2) implementation using performance agreements and service charters, 3) monitoring and evaluation, and 4) performance reviews. Finally, it discusses how this model has been implemented in public institutions, starting with client surveys and self-assessments to inform strategic planning and ending with monitoring and evaluation systems.
The document summarizes best practices in strategic planning and performance management systems in public administrations. It presents a matrix for evaluating cases that looks at strategic planning, budgeting/policy formulation, monitoring, and evaluation.
Nine case studies are then analyzed using this matrix, including systems in Finland, the Netherlands, Sweden, UK, and US for central governments, and examples from New Zealand, UK, and Belgium for local governments. The document concludes by evaluating systems in Poland, Bulgaria, Greece, Lithuania, and Romania against the matrix. It provides recommendations to support further reforms using EU funds.
Indonesia began bureaucratic reforms in 2007 to achieve a government free of corruption, improve public services, and increase performance. Reforms focused on restructuring organizations, improving business processes, human resources, and discipline. A steering committee oversees reforms, while a management unit guides implementation across ministries and local governments. Reforms are implemented in three phases - pilot, rollout to key institutions, then all others. Frameworks provide guidelines on roadmaps, criteria, and accountability. Compensation reform aims to link pay to performance and administrative reform.
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1) Governance involves creating a viable state that is accessible, efficient, accountable, transparent, and equitable through well-functioning institutions that establish an enabling environment for human security and development.
2) The notion of "good governance" gained prominence in the 1990s with the end of the Cold War, though its exact meaning is debated. African countries sought a transparent, trusted, and accountable state.
3) NEPAD's African Peer Review Mechanism aims to bridge the gap between efficient state capacity and legitimate civil society involvement in governance. It defines benchmarks and indicators through stakeholder participation beyond just state actors.
Core-peripheries in South KoreaAuthor’s nameInstitutional AlleneMcclendon878
Core-peripheries in South Korea
Author’s name
Institutional affiliation
Core-peripheries in South Korea
Introduction
By definition, core-periphery is a concept that was postulated by Friedman in the year 1966 and other scholars which primarily describes and explains uneven development process whereby primary core areas of the country hold educational, economic, political, social power and source their primary raw materials from the periphery (In Westwood, 2014). Additionally, peripheral areas depend on the livelihood of the core areas which in most cases have weaker political influence, lower economies, lower educational levels, and lower innovation rates. Most of the Asian countries are peripheral countries excluding South Korea and Japan. In south-Korea for instance, the demilitarized zone that exists between the South and North Korea represent the physical division between the periphery and the core (In Westwood, 2014). This report will, therefore, describe and identify different maps that depict core-peripheral regions in South Korea and across the continent, it will show country maps that are showing the separation and relationship between core-periphery areas in South Korea, it will discuss the reason the core areas have succeeded and the justification of the country maps that were selected.
Justification of a countries map
This map was chosen because of its depiction of the South Korean economic progression from a peripheral agrarian economy. In other words, it characterizes the modern world economy that is fundamentally characterized by the disparities that exist in the periphery and the core areas in South Korea the capitalism (In Westwood, 2014). In simple terms, the way this map was drawn clearly typifies the division of labor existing between the semi-periphery and the core states as well as the endless accumulation of capital between the core-periphery areas in South Korea (In Westwood, 2014). Additionally, the degree of profitability as far as the production process is concerned apparently makes up the difference that exists between the core, periphery, and semi-periphery areas. In this case, the core areas of South Korea features practical and advanced economic activities such that their production processes are controlled by quasi-monopolies which make them more competitive (In Westwood, 2014). Moreover, semi-peripheral areas are in most cases economically mixed. According to some scholars, it is clear that, in a system that is attributed to endless capital accumulation and division of labor, the result is basically to exchange of products and goods in unequal proportion where peripheral states and areas exchange faulty products.
Discussion
In South Korea as compared to other Asian countries, there were no cases of collusion. For example, in government relations that occurred with the conglomerates business of Cheobols, what is commonly known as a statist developmental parad ...
China Analysis - Third Plenary Session of the 18th Party CongressBrunswick Group
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2. Governance involves how power is exercised over economic, political, and administrative matters. Environmental governance refers to mechanisms for managing natural resources. The experiences of different Asian countries vary depending on their political, socioeconomic, and environmental conditions.
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New public management and public service effectiveness in nigeria a pragmatic...Alexander Decker
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Public service transformation in africa key note speechMwiza Helen
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Speech by Luiz de Mello, OECD, given at the conference on The Principles of Public Administration: A framework for ENP countries. The event was co-organised by SIGMA with the Jordanian Ministry of Planning and International Cooperation and the EU, it took place at the Dead Sea, Jordan 10 May 2016.
Doing Public HRM in the United StatesBecause public HR managemen.docxelinoraudley582231
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2) How HRM is performed depends on the dominant system - patronage prioritizes political loyalty in hiring while civil service emphasizes balanced focus on planning, acquisition, development, and sanction.
3) Collective bargaining influences compensation and grievances, and affirmative action aims for protected class equity in hiring and promotion. Increased contracting reduces public employment but increases contract management work.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
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Government performance management and evaluation (history and current practices
1. Full Terms & Conditions of access and use can be found at
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Public Performance & Management Review
ISSN: 1530-9576 (Print) 1557-9271 (Online) Journal homepage: http://www.tandfonline.com/loi/mpmr20
Government Performance Management and
Evaluation in South Korea: History and Current
Practices
Seung-Bum Yang & Ador R. Torneo
To cite this article: Seung-Bum Yang & Ador R. Torneo (2016) Government Performance
Management and Evaluation in South Korea: History and Current Practices, Public
Performance & Management Review, 39:2, 279-296, DOI: 10.1080/15309576.2015.1108767
To link to this article: http://dx.doi.org/10.1080/15309576.2015.1108767
Published online: 14 Dec 2015.
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2. Public Performance & Management Review, 39, 279–296, 2015
Copyright # Taylor & Francis Group, LLC
ISSN 1530-9576 (print), ISSN 1557-9271 (online)
DOI: 10.1080/15309576.2015.1108767
GOVERNMENT PERFORMANCE
MANAGEMENT AND EVALUATION
IN SOUTH KOREA: HISTORY AND
CURRENT PRACTICES
SEUNG-BUM YANG
Konkuk University
ADOR R. TORNEO
De La Salle University
ABSTRACT: This article discusses the history and features of South Korea’s
government performance management and evaluation system. The Korean
system was initially influenced by New Public Management and Reinventing
Government as practiced in the United States, but it has developed distinct
features that stem from South Korea’s institutional and cultural context. These
features reflect a blend of Western institutions and Korean cultural influences
that emphasize centralization, hierarchy, group harmony, and submission to
higher authority. The institutionalized representation and involvement of
civilians in the committee-type bodies that oversee performance evaluation at
all levels, and the adoption of a comprehensive and advanced information
technology platform, on the other hand, signify a desire to break from the past.
KEYWORDS: government performance, Korean government, performance
evaluation, performance management, self-evaluation, South Korea.
Performance management and evaluation systems have been widely adopted
and implemented by governments around the globe. The adoption of such
systems, which originated in the private sector, has become a significant aspect
of recent attempts to assess and improve the efficiency, effectiveness, and
accountability of government organizations in a number of countries (Bianchi
& Rivenbark, 2012; Bouckaert & Halligan, 2008; De Bruijn, 2007; Modell &
Grönlund, 2007; Norman, 2007; Ohemeng, 2011; Pollitt & Dan, 2013; Sterck
& Scheers, 2006). Following New Public Management (NPM) and Reinventing
Address correspondence to Seung-Bum Yang, 120 Neungdong-ro, Gwangjin-gu, Seoul 05029, South
Korea. E-mail: sbyang@konkuk.ac.kr
279
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3. Government (ReGo) trends in the United States, South Korea has also
incrementally developed a performance management system that features
performance measurement, performance budgeting, and related performance
management strategies and perspectives.
The core policy of South Korea’s government performance management
and evaluation system is embodied in the Framework Act on Government
Performance Evaluation (FAGPE) of 2006. This law, enacted with the purpose
of improving efficiency, effectiveness, and accountability, was largely inspired
by, and borrows features from, the U.S. Government Performance and Results
Act (GPRA) of 1993. Nevertheless, the Korean government performance
management and evaluation system has developed features that reflect the
particular context, characteristics, and needs of the Korean public sector.
This article provides an overview of South Korea’s government performance
management and evaluation system, its history, development, and features. The
discussion highlights distinct features of the Korean system vis-à-vis its U.S.
counterpart and discusses how the Korean institutional and cultural context
influenced their emergence. Finally, it provides an update to the most recent
developments, as well as the issues and challenges that have accompanied the
FAGPE law’s adoption and implementation.
The Korean setting is different from the United States in that it retains a
top-down hierarchical structure and is still influenced by a tradition of political
and administrative centralization rooted in history and re-emphasized during the
country’s relatively recent experience of authoritarianism from the 1960s to the
1980s. Korean politics and bureaucracy are also influenced by Confucian
values, which place primacy on harmony and the collective, and reinforce a
culture of submissiveness to authority. It also stands out for its extensive
development and adoption of information technology in many aspects of its
operations. The present article is intended to introduce readers to the case of
the Korean system and to foster a discussion of performance management as
adapted and practiced in non-Western contexts. In addition, it provides insights
on how Western principles and practices are adapted and operate in a different
cultural and institutional context. South Korea’s experiences with an NPM- and
ReGo-inspired system may be relevant to developing democracies planning to
establish their own performance management and evaluation systems after
passing through long periods of authoritarianism. This may also be relevant
to emerging democracies whose bureaucracies are still centralized, top-down
in structure, and influenced by a culture of hierarchy.
This article is descriptive in nature and adopts the case approach. It provides
a comparative angle to the extent that broad comparisons are made to
distinguish the Korean government’s performance management and evaluation
system from its U.S. counterpart. The article is based on a review of official
280 PPMR / December 2015
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4. government reports, documents, legislation, and research articles, particularly
official and nonofficial preliminary assessments by government officials and
Korean and Western scholars, where available.
Performance Management Evaluation in South Korea
Compared to the United States and other Western countries, South Korea has
had a relatively short history as a democracy and an even shorter history with
democratic and modern public administration. For centuries under the Joseon
dynasty, Korea was administered by a Confucian-influenced monarchical
system characterized by a highly centralized and aristocratic bureaucracy that
expected unquestioning submissiveness and loyalty from the masses. The
Confucian worldview valued hierarchy, harmony, and stability based on the
absolute authority of the governing elites. The values it inculcated included
dutiful submissiveness to political authority and acceptance of elitist decision-
making. These influences persist to this day despite economic development
and modernization (Kim, 1999).
In the early twentieth century, Korea was annexed and administered by the
Japanese colonial administration. The liberation and the division of the Korean
peninsula came at the end of World War II. The North established a communist
government under the influence of the Soviet Union, while the South sought to
establish a democratic government in the sphere of influence of the United
States and its allies. The American military administration adopted the Japanese
bureaucratic structure but made it more complex and centralized, even as it
introduced democracy. These efforts were interrupted by the outbreak of the
Korean War in 1950. The aftermath of the Korean War saw the establishment
of a heavily centralized Korean democratic government under American
auspices.
The roots of South Korea’s modern-day performance management and
evaluation system may be traced back to the Policy and Program Assessment
System (PPAS) of 1961 (Hur, 2013). Reflecting the country’s industrialization
and economic growth thrust, this system was established to assess the economic
efficiency of policies adopted as part of the country’s five-year economic devel-
opment plans. Under this system, the performance evaluation system was put
directly under the supervision of the prime minister’s Planning and Coordi-
nation Office. This system remained in place until 1981. In the 1980s, the PPAS
was transferred from the prime minister’s office to the Economic Planning
Board (EPB). In the 1990s, a two-track policy evaluation system was adopted.
One track focused on economic development and was managed by the EPB. The
other track focused on the evaluation of individual agencies’ key public policies
and was managed by the Office of the Prime Minister.
Yang & Torneo / PUBLIC PERFORMANCE & MANAGEMENT REVIEW 281
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5. More systematic efforts to measure performance were attempted in the
2000s. The Korean National Assembly enacted the Framework Act on
Government Performance Evaluation (FAGPE) of 2001 with the purpose of
improving government efficiency, effectiveness, and accountability. This devel-
opment was inspired by the Government Performance and Results Act (GPRA)
of 1993 in the United States and influenced by NPM and ReGo concepts and
strategies. Under the law, agencies were required to identify one or two key
policy areas for which they would be evaluated.
The National Assembly enacted a new Framework Act on Government
Performance Evaluation (FAGPE) in 2006. This law outlined a more compre-
hensive system and covered both performance management and performance
evaluation of all government organizations. The law aimed to improve and inte-
grate the various performance evaluation programs and reduce the burden
resulting from redundancies in the evaluation process.
Prior to 2006, the performance management and evaluation systems of the
Korean government were dispersed and consisted of various programs adminis-
tered under different agencies. The FAGPE law of 2006 systematized and
integrated the various systems under the Government Performance Evaluation
Committee (GPEC).
Framework Act on Government Performance Evaluation
The FAGPE law of 2006 allowed for the establishment of an integrated and
comprehensive, government-wide performance management and evaluation
system. It paved way for two types of performance evaluation of central
government agencies: self-evaluation, and specific evaluation. It also introduced
performance evaluation of public enterprises, quasi-governmental organizations,
and local governments. In conjunction with the FAGPE law, the Korean perfor-
mance management and evaluation system, taken as a whole, also includes the
National Finance Act, the State Public Officials Act, and several other laws (see
Table 1).
In addition to providing rules for evaluating and increasing efficiency,
effectiveness, and accountability, the FAGPE law of 2006 aimed to
strengthen the competence of government organizations in conducting eva-
luations. The law explicitly outlined the government’s performance manage-
ment strategy and execution plans, which include the setting of annual and
mid- to long-term plans that incorporate the duties and strategic targets of
government bodies. In contrast to the 2001 law, it effectively linked perfor-
mance and budgets by requiring heads of agencies to take mid- to long-term
financial plans into account and by including each agency’s financial per-
formance for the past three years in its annual performance management
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6. execution plan and budgeting. Execution of agency plans is monitored and
checked biannually.
Performance Evaluation at the Organizational Level
The Korean central government currently implements several different evaluation
systems: self-evaluation, specific evaluation, or teukjung evaluation, of central
agencies, performance evaluation of quasi-governmental organizations and public
enterprises, and local government performance evaluation. Self-evaluation
focuses on an organization’s setting of performance responsibilities and targets
and subsequent evaluation of its own performance against these goals. Specific
evaluation systems are evaluations conducted to check whether individual central
government agencies are effectively executing key national policies. Performance
evaluation of quasi-governmental organizations and public enterprises is done on
the basis of leadership, management efficiency, and key business programs. Local
government evaluation focuses on key programs delegated to the local govern-
ments by the central government. The Government Performance Evaluation
Committee (GPEC), a multisectoral external evaluation agency, is the primary
government agency that oversees all of these evaluation systems.
Table 1. Legal Grounds for Korean Government Performance Management
System
Level
Management
technique Target Legal ground
Organization
level
Performance
measurement and
management
Government
organization
FAGPE
Program level Program Assessment
Rating Tool
Selected non-R&D
programs
FAGPE
National Finance Act
Program Assessment
Rating Tool (R&D)
Selected R&D
programs
FAGPE
Act on Performance
Evaluation and
Management of
National Research
and Development
Projects, etc.
Individual level Performance
agreement
Higher-level pubic
officials (Grades 1–4)
FAGPE
State Public Officials
Act
Job appraisal Mid- & lower- level
public officials
(Grades 5–9)
FAGPE
State Public Officials
Act
Note: FAGPE ¼ Framework Act on Government Performance Evaluation.
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7. SPECIFIC EVALUATION OF CENTRAL GOVERNMENT AGENCIES
The 2006 FAGPE law requires the heads of central government agencies to
establish mid- to long-term performance management strategic plans as well
as annual execution plans for performance management. The performance man-
agement strategic plans are aimed at meeting the strategic targets of the agency
and its affiliated organizations, and they are supposed to be revised at least once
every three years. The annual performance management execution plans, on the
other hand, include duties, strategic targets, annual performance targets, perfor-
mance indicators for the year, and the financial performance results for the past
three years. Indicators are to be created in the most objective and quantifiable
way possible. This is similar to the U.S. system.
Agencies receive annual performance guidelines from the GPEC in January
of every year. Each agency is expected to prepare and submit an annual perfor-
mance plan to the GPEC. The GPEC and the Prime Minister’s Office review the
plans and suggest revisions or refinements. The plans are then finalized by the
agencies. This is followed by the development of self-evaluation plans by the
agencies and of specific performance evaluation plans by the GPEC. Most agen-
cies are subject to annual specific evaluations focusing on the attainment of key
national policy goals.
To facilitate effective evaluation, the GPEC organizes and deploys evaluation
subcommittees composed of members and experts from universities, research
institutes, nongovernmental organizations, and officials from the Policy Analy-
sis and Evaluation Office. Evaluation has two phases: a mid-term evaluation,
which is conducted around June, and a final evaluation, conducted around
December of each year.
The prime minister, who co-chairs the GPEC, discusses the evaluation results
with the heads of agencies. The GPEC then reviews, consolidates, and presents
the reports to the cabinet at the end of the year. The feedback generated by this
evaluation is used for policy improvement, budgeting, and organizational and
personnel management. Performance evaluation results are used in determining
budget cuts or budget increases as determined by the Ministry of Strategy and
Finance (MSF). The prime minister is tasked with disclosing the evaluation
results through such media as the Internet. The involvement of the prime min-
ister differentiates the Korean system from its U.S. counterpart.
SELF-EVALUATION OF CENTRAL GOVERNMENT AGENCIES
Self-evaluation aims to strengthen the capacity of government agencies to con-
duct autonomous performance management and evaluations. The system
requires each individual agency to identify and select its own performance plan
and targets based on its long-term strategic plan. It then evaluates its own
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8. performance annually. The head of each central administrative agency is tasked
to set up and manage a self-evaluation team and a self-evaluation committee to
oversee the process. More than two thirds of the self-evaluation committee’s
members are civilians. The focus of self-evaluation includes policy processes,
financial performance, and administrative capacities.
In line with the performance plans they submit, the agencies are tasked to
prepare an annual self-evaluation plan and submit it to the GPEC by the end
of April each year. The GPEC may request that the agency supplement the plan
or submit related materials. The self-evaluation committees of each agency
conduct performance evaluations in the first half of July, followed by site visits
from August through November. By March of the following year, agency self-
evaluation committees report the results to the Prime Minister’s Office, which
can re-evaluate the agency if the self-evaluation is found to lack objectivity
and credibility. The report is then submitted to the GPEC for approval. The
self-evaluation system is similar to that established by the GPRA in the United
States.
The heads of administrative bodies required to conduct self-evaluations are
tasked with creating a plan in order to revise problematic policies and taking
voluntary corrective measures when the evaluations detect problems. The
head of each agency is assigned to analyze the evaluation results in the cate-
gories of organization, budgeting, personnel, and compensation. Agency
heads are also required to include the previous year’s evaluation results in
the budget request for the following year. The minister of strategy and finance
is expected to take account of central agencies’ evaluation results when draw-
ing up their budgets for the following year. This process is different from the
U.S. system.
EVALUATION OF LOCAL GOVERNMENTS
By law, the performance evaluation of local governments is also under the pur-
view of the GPEC. In practice, however, the administration of this system is
delegated to the Ministry of Government Administration and Home Affairs
(MOGAHA), which in turn reports the results to the GPEC. The MOGAHA
oversees the establishment of a joint evaluation committee to set performance
parameters and evaluate the performance of eight metropolitan cities and nine
provincial governments. The joint committee includes professionals both from
inside and outside the government. This committee evaluates the performance
of tasks and programs delegated by the central government to local governments
in various pre-identified areas. The evaluation committees of other central agen-
cies that have delegated other programs and functions to local governments are
allowed to conduct separate individual performance evaluations.
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9. EVALUATION OF PUBLIC ENTERPRISES AND QUASI-
GOVERNMENTAL ORGANIZATIONS
As in the case of local governments, the GPEC is also officially the primary
agency in charge of evaluating the performance of public enterprises and quasi-
governmental organizations. In practice, however, its authority to conduct evalua-
tions in this area is delegated to the Ministry of Strategy and Finance (MSF). The
ministry organizes a steering committee and a separate evaluation board. The
steering committee is chaired by the strategy and finance minister and has 11
members, appointed for three years each, from the legal profession, the business
community, academia, and labor groups. It determines the performance evaluation
scheme. The evaluation board conducts the actual evaluations and is composed of
150 professionals specializing in evaluation of specific policy areas (Hur, 2013).
PERFORMANCE EVALUATION AT THE INDIVIDUAL LEVEL
The 2006 FAGPE law does not specifically cover individual-level performance
management and evaluation, and a detailed discussion of this system is beyond
the scope of the present article. Nevertheless, because the law effectively sets
and aligns the performance goals, standards, and indicators for all government
organizations, it is only logical that agencies establish systems that align
organizational goals with the performance goals of their officials and individual
employees. The performance agreement plays a critical role in providing this
link between organizational and individual performance. Individual perfor-
mance evaluation results, however, do not affect organizational budgets, unlike
organizational evaluation results, which are used to determine the budget of the
following fiscal year.
According to the Regulation on Civil Service Performance Evaluation, a
performance agreement is an agreement between evaluators and those evaluated
regarding performance goals, evaluation indicators, and the use of the evaluation
results. The process of formulating a performance agreement includes setting
goals of different levels. The agency head and deputy head set the strategic goals.
The goals for heads and deputy heads are organizational goals and focus on orga-
nizational outcomes. Bureau directors set performance goals that focus on orga-
nizational outputs. Section managers also set performance goals, but these goals
focus more on individual activities (Civil Service Commission of Korea, 2005).
Notable Features
DIRECT INVOLVEMENT OF TOP POLITICAL LEADERSHIP
In contrast to the U.S. system, where performance management and evaluation
are mainly supervised by an executive department in the Office of Management
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10. and Budget (OMB), Korea’s top political leadership takes a direct and
prominent role in the government’s performance management and evaluation
system. Since the 1960s, the Prime Minister’s Office has generally overseen
the implementation of the Korean government performance management
and evaluation system in its various incarnations. Although South Korea has
a presidential and not a parliamentary form of government, the prime minister
still holds substantial political authority. The prime minister has the right to
recommend ministerial candidates to the president. The historical subordination
of performance evaluation to the prime minister shows the direct involvement of
top political leadership in performance management.
At present, the prime minister still plays a powerful, albeit somewhat
reduced, role in managing the performance evaluation system. The prime min-
ister, as co-chair of the government performance management and evaluation
body in the GPEC, still leads the setting of evaluation methods, standards,
and indicators, but shares this role with a civilian co-chair. The prime minister
is also tasked to aggregate the performance evaluation reports, brief the cabinet,
and disseminate the information to the public. The head of each central agency,
on the other hand, is tasked to brief the standing committee within the National
Assembly on the results of the preceding year’s self-evaluation.
BROAD COVERAGE AND TOP-DOWN STRUCTURE
South Korea’s current government performance management and evaluation
system has very broad authority, as it supervises all central agencies, local
governments, and even public enterprises and quasi-governmental organizations.
All of these bodies are required to undergo similar processes of evaluation. Many
of their performance goals are set by the central government and cascaded down
to agencies, and even to the local governments that implement national policies,
despite the latter’s supposed autonomy. This is typical of the centralized and
top-down management style that characterizes much of the Korean public sector.
In contrast, the government performance and evaluation system in the United
States, established by the GPRA law of 1993 and its 2010 amendment, primarily
applies only to federal government agencies and programs. State governments
are not covered by GPRA and have plenty of autonomy and flexibility in adopting
their own performance goals and performance management and evaluation systems.
The U.S. federal government cannot simply order state governments to adopt its
mandated performance management systems. In South Korea, the reverse is true.
STRESS ON EVALUATION COMPONENT
South Korea’s current system provides a platform for both performance evalu-
ation and performance management. It is noteworthy, however, that a stronger
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11. emphasis is put on the evaluation component than the performance component.
Organizations (and individuals) are evaluated based on how well they
accomplish the goals and targets cascaded down from higher levels of govern-
ment. This is somewhat different from the U.S. system, which puts more empha-
sis on performance, and from other Western systems that emphasize capacity
and management accountability (Hur, 2013). These differences derive from
the different institutional contexts and cultures.
INSTITUTIONALIZED INVOLVEMENT OF CIVILIANS
In contrast to the United States, where the primary performance agency is the
Office of Management and Budget (OMB), an executive agency, the primary
institution of performance evaluation in the Korean system is the GPEC, a com-
mittee-type organization composed of government officials and civilian experts.
The prime minister and a civilian expert co-chair the GPEC. It has a maximum of
15 members, including three ministers supervising the evaluation and 10 civilian
experts. The GPEC is the primary institution that oversees the Korean govern-
ment’s performance evaluation system at all levels. Because it is a committee,
administrative support e for the GPEC is provided by self-evaluation committees
established by each agency and by the Policy Analysis and Evaluation Office.
The self-evaluation committee in charge of annual performance evaluation in
each agency consists of from 10 to 30 members, appointed by the head of the
agency, who usually serve two-year terms. More than two thirds of the self-
evaluation committee’s members must be civilian experts coming from acade-
mia, the nonprofit sector, and the mass media. The joint evaluation committee
that sets and administers the performance evaluation of local governments
includes professionals from inside and outside the government. Likewise, the
steering committees and evaluation boards that oversee and administer the
performance evaluations of quasi-governmental organizations and public
enterprises include very substantial numbers of civilian members who represent
relevant sectors and have fixed-term appointments (Hur, 2013).
CENTRAL ROLE OF INFORMATION TECHNOLOGY
Another unique feature of the Korean performance management and evaluation
system, as compared to its U.S. counterpart, is the central role of information
technology. The FAGPE law of 2006 specifically refers to an “integrated
electronic evaluation system” and requires that government evaluation plans
incorporate information related to establishing, operating, and improving an
electronic integrated evaluation system. In line with this e-government strategy,
an electronic system is a central component of the government performance
management and evaluation system.
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12. In 2007, the Korean government launched the electronic Integrated Public
Service Evaluation System (e-IPSES). This system serves as the central
platform for administering all government performance evaluations. The elec-
tronic system not only allows all agencies to be linked but also integrates the
performance evaluation information produced by various management and
evaluation systems in real time (e.g., Online Business Process Management
System, Electronic HR Management System, Business Reference Model,
Digital Budget and Accounting System, and National Science & Technology
Information Service Database).
The e-IPSES serves as the core of the whole IT-based performance manage-
ment system. Its use is beneficial for both evaluators and evaluatees. The
evaluatees can easily upload their performance plans online. Likewise, the eva-
luators have real-time online access to an agency’s submitted self-evaluation
reports. Therefore, the agencies evaluated can reduce their workload by doing
their paperwork online. Once an agency inputs its performance information into
the database, it can use the database for various performance management
functions, such as self-evaluations, specific evaluations, and performance
measurement, among other purposes. This sophisticated system presents an
excellent opportunity to maximize the utility of the data.
A Hybrid System: Some Perspectives
In language and form, the Korean government performance management and
evaluation system visibly shows the influence of NPM, ReGo, and American
public administration. The merit system, performance evaluation, and perfor-
mance-based remuneration have all been adopted by the Korean civil service.
Several programs, such as Management by Objectives, Performance Audits,
and the Korean Program Assessment Rating Tool, are adaptations of similar
programs in the United States. The FAGPE law of 2006 includes adaptations
of sections of the GPRA on which it was patterned. Nonetheless, the Korean
adaptations of these systems have features that distinguish them from their
U.S. counterparts.
Such features of the Korean system as its strong involvement of top political
leadership, its top-down structure and broad, encompassing nature, and its evalu-
ation orientation may be better understood in the context of Korea’s own institu-
tions, culture, and politics. The development of Korean politics and bureaucracy
has been shaped by attitudes that include submission to authority, a desire for
powerful leadership, and subservience of the individual to the state—influences
derived from Confucianism, Taoism, Buddhism, and Korea’s history of strong
authority and emphasis on homogeneity. Submissiveness to authority, a hierarch-
ical view of life, collectiveness, passivity or nonparticipation, centralized
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13. administration, and an orientation to tradition are dominant patterns of Korean
society and politics (Kim, 1999).
The hierarchical view of life, centralization, and collectiveness, combined
with an image of strong leadership, may help explain the direct involvement
of top political leadership in setting performance goals, standards, and indi-
cators, as well as the actual administration of the performance evaluation for
all agencies. These influences also explain the top-down orientation, broad,
encompassing nature of the system, and the emphasis on evaluation. Cultural
patterns reinforce the view that performance is how well one meets the goals
and targets cascaded down by higher authority. The emphasis on assessing
compliance and contributions to collective goals places the stress on
evaluation.
The involvement of civilians at all levels of performance evaluation is a
concrete manifestation of the Korean government’s desire to modernize and
democratize its systems and structures, a deliberate move to steer away from
the heavily centralized and authoritarian system of the recent past. The
inclusion of checks and balances is a departure from previous practices
under authoritarian rule. The formation of committee-type organizations
in the GPEC and the various evaluation committees at the central and local
government levels, where civilian members are more numerous than
government representatives, democratizes the evaluation process, adds
external expertise, and provides checks and balances. Civilian members also
improve the impartiality of the evaluations, since they have a less direct
stake in the outcomes.
The various components of the Korean government performance manage-
ment and evaluation system are integrated through a sophisticated
information technology system in the electronic Integrated Public Service
Evaluation System (e-IPSES). The adoption of such a system can be traced
back to the informatization programs of the late 1990s, and the adoption of
e-government systems that was partly spurred by a desire to improve the
public sector after the 1997 Asian financial crisis. This is also in line with
South Korea’s drive to be among the top IT countries, a goal it has realized
since the mid-2000s.
As Cavalluzo and Ittner (2004) suggest, organizations with sophisticated
information capabilities may find it easier to implement new performance
measurement systems. Considering the broad coverage of the system and the
large number of central agencies, local governments, public enterprises, and
quasi-governmental organizations that need to do performance goal-setting
and evaluation on a biannual basis, the adoption of such a comprehensive and
sophisticated information technology platform is both practical and necessary
to ensure efficient administration.
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14. OPPORTUNITIES AND CHALLENGES
The current government performance management and evaluation system of
South Korea is a substantial improvement over prior systems. Before 2006, only
a portion of ministerial activities was covered by the performance management
system, and existing systems were fragmented. Activities that did not involve
large expenditures and those for which the benefits of monitoring were deemed
small were excluded. Performance management received little support from top
management and little enthusiasm from line agencies. The system also lacked
systematization and transparency (Koh, Yun, & Lee, 2004)
The current system incorporates the extensive involvement of external
civilian representatives and experts. Per policy, many civilian experts from
academic and research institutions participate in the performance management
and evaluation process. The inclusion of government and civilians addresses
potential conflicts of interest and contributes to making the performance
management and evaluation process more impartial and credible.
The current system also creates excellent opportunities for performance goal
setting. This means that each individual agency participates in evaluating its
own performance as measured against self-determined performance goals and
targets. Self-evaluation strengthens the agency’s autonomous performance man-
agement capacity. Organizations establish their own self-evaluation committees,
and agency heads are tasked with preparing self-evaluation plans. Individual
officials and employees have similar opportunities through performance agree-
ments. Goal setting, when used correctly with good managerial practices, can
improve motivation. Lock and Latham (1990) noted that the opportunity to
set their own performance targets creates an opportunity for participation and
empowerment of the agencies and individuals involved, enhances motivation,
and consequently leads to better performance. This is only accurate if the
participants use the opportunity to set realistic and challenging goals, however.
As studies show, participative goal-setting and performance feedback can lead
to improved performance only when they lead the individual to set challenging
goals. If setting performance goals is treated merely as compliance or as an
opportunity to obtain higher scores, the actual performance and outcomes
may not have the desired impacts.
Lee, Hong, and Kang (2007) studied the status of the system shortly after the
new system based on the FAGPE law of 2006 was established. Initially, they
found, a significant amount of attention was given to the self-evaluation compo-
nent—in particular, the customer-satisfaction component— with little attention
to the specific evaluation component. They also observed an overlap in the areas
of specific evaluation and self-evaluation. There were also disparities in the
evaluation and budget-cycle schedules, which made a timely reflection of the
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15. results of evaluation in the budget process difficult. In the self-evaluation
component, they observed that there were too many indicators to be measured.
A meta-evaluation conducted by Kong (2008) highlighted the impact of the
top-down nature of the system. Since the impetus for the evaluation came from
administrative initiatives and legislative mandates rather than agency needs,
designers tended to focus more on the technical aspects of the evaluation than
on fundamental issues, such as why a new management system was needed and
the value it would contribute to the organization. Kong also observed a tendency
for the system to be used for score-keeping rather than performance management.
Yoon and Lim (2009) found that the mid- to long-term performance
management strategic plans produced by government agencies lacked logical
connections to the annual performance management execution plans. In terms
of performance rewards, there were issues related to a tendency toward
leniency. Information from performance evaluations was not clearly connected
to performance pay. Performance information was not substantially utilized.
More recently, Keum, Yang, Lee, Cho, and Choung (2014) conducted a
nationwide survey of Korean government employees regarding the performance
management system. Asked whether the current system should continue,
36.06% of respondents were positive, 22.60% were negative, and 41.35% were
neutral. Understanding of the system was somewhat low, with the average score
being only 3.41 on a 1–5 scale where 5 was the highest. This implies that many
government employees do not know much about the details of the system.
Additionally, the feedback process and the link between the performance and
reward systems are lacking. Only 31.7% of the respondents were satisfied with
the link between performance and the reward system.
The importance of trust is recognized as a key factor in performance manage-
ment systems (Grizzle, 2002). When there is a lack of trust, it is difficult to accept
variations in pay. Employees who fear that the system will be used as a basis for
layoffs and those who feel that it presents an opportunity to get higher scores and
higher remuneration may attempt to manipulate the system. This can lead to nega-
tive behaviors, such as keeping targets low or ignoring tasks that are not rated.
The reported low or incomplete use of performance evaluation results raises
issues of cost and trust as well as questions regarding the rationale for the
adoption of such a system in the first place. Organizations essentially adopt a
performance evaluation system in order to gather relevant information and
use it to improve organizational and individual performance. Establishing and
developing a performance management system is an expensive and tedious
undertaking. When a substantial portion of the tediously gathered performance
information is not utilized, significant public resources are wasted. This may
bolster perceptions that evaluation is largely an empty exercise, which in turn
may further erode the trust of agencies and public employees in the system.
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16. In accordance with expectancy theory and similar models, the use of rewards or
performance-based remuneration is a common strategy employed by organizations
to support the accomplishment of their strategic goals, improve organizational
effectiveness and work quality, and enhance employee job satisfaction (Lawler,
1996). The adoption of this principle in Korean public administration is evident
in the adoption of systems that monitor and take account of individual performance.
There are undeniable tensions in the shift from a centralized, hierarchical, and
top-down system to a democratized, merit- and performance-based system. In
earlier periods, appointments, promotions, remuneration, and rewards were
determined primarily on the basis of age and seniority. This runs contrary to
American public administration notions of individual merit and performance.
The resulting system in South Korea can be viewed as a hybrid system. Its form
is patterned on and influenced by the U.S. and Western system, but its
institutional and cultural context is distinctly Korean. Dahlström and Lapuente
(2010) noted that the Korean civil service is radically moving from a heavily
seniority-based remuneration system to one that links performance and pay.
Recent civil service policies dictate that performance, along with length of
service and position, be included as a basis of remuneration.
This will likely continue to pose challenges, given the pervasive Confucian influ-
ence in Korean society in general. The high degree of respect paid to those in higher
positions, which prevents subordinates from questioning superiors or deviating
from group norms, beliefs, and practices, and the pursuit of group harmony at
the cost of individual expression and happiness, have contributed to the develop-
ment of an authoritarian bureaucracy (Kim, 2000). In a society where younger
employees are expected to defer to more senior ones, it is not unusual to encounter
situations where the most senior officials regularly get the highest performance
evaluations regardless of actual performance. This is the biggest challenge in
establishing a merit- and performance-based management and evaluation system.
Several years after the reform that brought about its most comprehensive
form to date, South Korea’s government performance management and evalu-
ation system has settled in and permeates most of the bureaucracy. In his recent
evaluation, Hur (2013) notes that Korean central government agencies now have
a better understanding of policy processes and activities and are now accus-
tomed to setting strategic and annual performance plans, monitoring perfor-
mance, conducting evaluations, interpreting results, and undertaking necessary
policy or performance adjustments. However, the Government Performance
Evaluation Committee has limited authority. It makes decisions on evaluation
activities, but does not have the authority to spend budgets and take follow-
up actions. Furthermore, the personnel complement of GPEC is not commensur-
ate to its responsibilities. Its members are not full-time, most of them serve only
one term, and they meet only on an irregular basis.
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17. Performance management is different from “managements of performances”
(Bouckaert & Halligan, 2008). In managements of performances, different
performance management systems are established for specific management
functions. However, in performance management, performance information is
systematically integrated, coherent, comprehensive, and consistent. Perfor-
mance information is produced in order to be utilized. Good performance mea-
surements do not automatically guarantee the utilization of the performance
data. When employees are measured and evaluated with a poor reward system,
they are not happy. Organizations with unhappy employees cannot be success-
ful, nor can they go to the next level.
Conclusion
The public sector reforms adopted by the Korean government in the area of
performance management and evaluation visibly bear the stamp of New Public
Management, Reinventing Government, and related principles and strategies
from the United States and the West. The adoption and implementation of these
systems however, have been strongly influenced by the Confucianism, the centra-
lized, top-down structure, and sense of hierarchy rooted in Korean society. Thus,
the resulting system is a hybrid that combines Western elements with Korean
values. It is tied together by the country’s sophisticated information technology
platform. While the policy and physical infrastructure are already in place and
the system is already operational, it is still far from having attained maturity.
The status of South Korea’s system may be summarized in three broad points.
First, the Korean government’s current performance management and
evaluation system has developed distinct characteristics in the following areas:
direct involvement of top political leadership in setting performance goals and
evaluation standards, and in administering the actual evaluations; the broad
coverage of the system, which includes central government agencies, local gov-
ernments, quasi-governmental organizations, and public enterprises; the strong
emphasis on the evaluation component; the strong involvement of civilians at
all levels; and the central role of information technology in the system. These fea-
tures reflect the distinct culture, context, and needs of the Korean public sector.
Second, the Korean government has been able to utilize its advanced infor-
mation capabilities in developing an advanced IT-based system in the electronic
Integrated Public Service Evaluation System (e-IPSES) that offers much poten-
tial. The overall evaluation process is fast, efficient, and can generate a diverse
range of data that can be utilized for various purposes. At present, however, the
performance evaluation data generated are in many instances not being put to
good use, and thus the potential of the IT-based system is yet to be maximized.
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18. Third, challenges in early implementation include issues in the quality of
performance contracts and performance management plans; the link between
objectives and plans, policy performance and individual performance, and between
performance, evaluation, and rewards; and the low use of performance evaluation
results, and low trust and commitment to the system. Operationally speaking, the
challenges include the system’s broad coverage, which makes administration
difficult. The limited personnel and authority of the Government Performance
Evaluation Committee are not commensurate to its broad responsibility and func-
tions. As such, delegated agencies conduct evaluations that are partly independent
of GPEC in practice. A bigger challenge is presented by cultural tendencies that
hinder fair and objective performance evaluation and management (e.g., respect
and deference to superiors, higher authority, and the group).
The Korean government has succeeded in establishing a comprehensive, func-
tioning performance management and evaluation system and in enforcing system-
wide compliance with performance measurement and evaluation requirements. The
sophisticated IT platform and the comprehensiveness of the system, particularly
the way it seeks to tie together performance, personnel, budget, and remuneration,
make for an ambitious but potentially effective system. It is clear, however, that the
system will need to overcome the authoritarian legacies of the past.
Acknowledgment
This article was written as part of Konkuk University’s research support program for
its faculty on sabbatical leave in 2013.
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Seung-Bum Yang is an Associate Professor of Public Administration at Konkuk University, Seoul, South
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Psychology, Public Personnel Management, and International Review of Public Administration.
Ador Revelar Torneo is an Associate Professor of Political Science at De La Salle University, Manila,
Philippines. His work has been published in Philippine Political Science Journal, Asian Politics and
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