Publication
Title
Why do autonomous public agencies use performance management techniques? Revisiting the role of basic organizational characteristics
Author
Abstract
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.
Language
English
Source (journal)
International public management journal. - New York, N.Y.
Publication
New York, N.Y. : 2016
ISSN
1096-7494
Volume/pages
(2016), p. 1-31
Full text (Publisher's DOI)
Full text (open access)
The author-created version that incorporates referee comments and is the accepted for publication version Available from 28.12.2017
Full text (publisher's version - intranet only)
UAntwerpen
Faculty/Department
Research group
Publication type
Subject
Affiliation
Publications with a UAntwerp address
External links
Record
Identification
Creation 24.08.2016
Last edited 25.08.2016
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