Why do autonomous public agencies use performance management techniques? Revisiting the role of basic organizational characteristics
Faculty of Social Sciences. Political Sciences
New York, N.Y.
International public management journal. - New York, N.Y.
, p. 1-31
University of Antwerp
This study investigates to what extent the use of different performance management techniques within (semi-) autonomous public sector organizations, also called public agencies, can be explained by the defining organizational features of such organizations. Using multi-country survey data of over 400 public agencies, the effect of these features internal performance target setting and monitoring, multi-year planning, as well as the internal performance-based allocation of resources, upon three performance management techniques, has been studied. This set-up recognizes differences among management techniques, as well as recurring factors, allowing us to make more general statements. Analyses illustrate that external result control by the minister and parent ministry affects the use of all performance management techniques examined in public agencies positively. However, each performance management technique is affected differently by specific organizational variables.