performance management

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Performance management Performance management in the public sector in the public sector Seregin K.M. [email protected]

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Page 1: Performance Management

Performance management Performance management

in the public sectorin the public sector

Seregin [email protected]

Page 2: Performance Management

Performance managementPerformance managementin the public sectorin the public sector

• DifferentiationDifferentiation

• MotivationMotivation

• EvaluationEvaluation

Page 3: Performance Management

DifferentiatDifferentiationion

Page 4: Performance Management

DifferentiationDifferentiation

External Intrinsic

Money

Perks

Providing incentives, Stimulation

Motivation

Inner potential

Page 5: Performance Management

Motivation matters

Page 6: Performance Management

Government employees: Government employees: working hard or hardly working hard or hardly working?working?

DifferentiationDifferentiation

67%: “Doing the best work 67%: “Doing the best work they could” despite:they could” despite:

• Having lower pay

• Fewer advancement opportunities

+ nonaltruistic incentives

Frank S.A., Lewis G.B.. Government Employees: Working Hard or Hardly Working? // The American Review of Public Administration – №34 (1) –

2004 – P. 36 – 51.

Delfgaauw J., Dur R.. Incentives and workers’ motivation in the public sector // The economic journal – № 118 (January) – 2008. P. 171–191.

Page 7: Performance Management

MotivationMotivation

Page 8: Performance Management

MotivationMotivation

Motives:Motives:

Rational

Norm-Based

Affective

Page 9: Performance Management

Articles:

Bright L. Does Public Service Motivation Really Make a Difference on the Job Satisfaction and Turnover Intentions of Public Employees? Pp. 150

Motivation ~ Productivity - ?Motivation ~ Productivity - ?

MotivationMotivation

• Positive correlation - ok

• Negative correlation - ???

• Burnout

• Stonewall

• Failure

Page 10: Performance Management

Ordinariness, formality, bureaucracy…

MotivationMotivation

Page 11: Performance Management

EvaluationEvaluation

Page 12: Performance Management

EvaluationEvaluation

PrivatePrivate PublicPublic

QuantitativeEasily interpretableImmanent

Mainly qualitativeHard to interpretTranscendent

Page 13: Performance Management

SMART – model:SMART – model:

Specific;Measurable;Achievable; Relevant;Time-certain.

EvaluationEvaluation

Page 14: Performance Management

IndicatorsIndicators

Input measuresProcess measuresOutput measuresOutcome measuresImpact measures

EvaluationEvaluation

Page 15: Performance Management

Performance managementPerformance managementin the public sectorin the public sector

•DifferentiationDifferentiation

•Intrinsic motivation

•MotivationMotivation

•Rational, norm-based, affective motivesRational, norm-based, affective motives•Motivation ~ ProductivityMotivation ~ Productivity•Excessive formality DOES harm

•EvaluationEvaluation

•SMART – modelSMART – model•Input, process, output, outcome, impact measuresInput, process, output, outcome, impact measures

Page 16: Performance Management

Thank you for listening!