Managerial performance in the conditions of selected local government offices

Michal Lukáč () and Ján Ganobčík ()
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Michal Lukáč: University of Ss. Cyril and Methodius in Trnava, Trnava, Slovakia
Ján Ganobčík: Comenius University Bratislava, Bratislava, Slovakia

Marketing Science & Inspirations, 2022, vol. 17, issue 3, 10-19

Abstract: The development and execution of employees in a modern public administration organisation are subject to specific management forms. Performance management is about setting performance standards, monitoring progress, and building relevant plans. Managerial performance and its management are presented as beneficial for employee development. Addressing the interaction between performance management and administrative authority is appropriate given the empirical result of performance management reform. The public sector's adoption of performance management systems has long focused on creating more advanced performance information systems while neglecting to increase managerial authority. Therefore, understanding how this partial acceptance affects public service performance is particularly important. However, our knowledge of how they interact remains limited despite the central role of management authority over standard performance management regulations. According to the analysis of the current situation, the main goal of the presented article is to derive propositions and propose measures to streamline the managerial performance of the offices in Trnava, Nitra and Trenčín. In the study, we use the benchmarking method to analyse and subsequent evolution of the state of managerial performance in selected bodies. We identify individual factors in the form of the Saaty matrix and characterise the systematic steps of the methodological procedure. In this process, we faced certain limitations related to limited data access. The main benefits of this study are suggestions for improving the level of managerial performance that can be applied in public administration. Among the primary areas where change is needed, we identified ambiguity in the strategy and plan, delayed feedback processes and limited behavioural incentives.

Keywords: benchmarking; managerial performance; Saaty matrix; municipal authority; government (search for similar items in EconPapers)
JEL-codes: H11 H79 M12 M31 (search for similar items in EconPapers)
Date: 2022
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Persistent link: https://EconPapers.repec.org/RePEc:cub:journm:v:17:y:2022:i:3:p:10-19

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