Performance information use in public administration: an exploratory study of determinants and effects

Denita Cepiku, Alessandro Hinna, Danila Scarozza and Andrea Bonomi Savignon
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Alessandro Hinna: University of Rome Tor Vergata
Danila Scarozza: University of Rome Tor Vergata
Andrea Bonomi Savignon: University of Rome Tor Vergata

Journal of Management & Governance, 2017, vol. 21, issue 4, No 7, 963-991

Abstract: Abstract The public sector performance movement has intensified during the past three decades, increasing formalized planning, control and reporting across all OECD countries. Notwithstanding the extant literature on performance management, empirical evidence on how and why performance information is used in day-to-day practice is still rare. Such research is relevant not only to advance theory but also to inform decision makers in designing the conditions that effectively contribute to performance and accountability improvements. We aim to contribute to a better understanding of the effects and determinants of use by considering the characteristics of performance management systems, the characteristics of users and context features. We selected two central government case studies from Italy, a country that has adopted several reforms on performance management since the early 1990s. In order to gain insights from both supply and demand side, for each ministry we interviewed people responsible for the design and functioning of the performance management system and top managers that are supposed to use performance information when taking decisions. Results show the prevalence of passive rather than purposeful use. Motivations and obstacles to the use of performance information are identified, drawing relevant practical and policy implications.

Keywords: Performance management; Performance measurement; Performance use; Effectiveness of use; Implementation gap; Public management (search for similar items in EconPapers)
Date: 2017
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Citations: View citations in EconPapers (7)

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DOI: 10.1007/s10997-016-9371-3

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