Performance Management in the Public Sector
Bibliographic Data
| ID | 11961848 |
|---|---|
| Authors | Damian West (Australian Public Service Commission, corresponding author), Deborah Blackman (0000-0001-9057-5526, UNSW Canberra) |
| Year | 2015 |
| Volume | 74 |
| Issue | 1 |
| Pages | 73-81 |
| Publication date | 2015-02-13 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Australian Journal of Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0313-6647 • E-ISSN: 1467-8500 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/1467-8500.12130 |
| OpenAlex | W1588679562 |
| Language | EN |
| Citations received | 17 |
| References cited | 7 |
There has been a great deal of work undertaken on employee performance management with the Australian Public Service (APS) over the last 4 years. The objective has been to focus upon achieving high performance rather than merely preventing poor performance. This refocus was adopted to reflect the increasing complexity of the work, a rise in the need for knowledge work, and escalations in the speed and frequency of change; all this within a context requiring a reduction in costs while still meeting the growing expectations of the public and government. This pair of papers reflects on where employee performance management has got to as a result of the work. Dr. Damian West from the Australian Public Service Commission identifies the continuing importance of effective employee performance management to the APS and public sectors more widely. He highlights the progress that has been made so far, demonstrating the importance of implementation of the process. He suggests that, now that a framework for assessing the potential for employee performance management processes has been established, accountability of the system implementation and adoption will become paramount. Professor Deborah Blackman, whilst echoing the real progress that has been made, suggests that for real improvement in performance management outcomes there needs to be a fundamental shift in thinking; not in terms of the processes or of ensuring compliance, but rather that organizations undertaking performance management need to be much clear as to the strategic direction such a process is going to support. She suggests that there has been too much emphasis on having a system and not enough on determining what such a system is for. When the papers are combined, it can be seen that much progress has been made in terms of the reorientation towards high performance and how to support organizations to work towards this. The next step, for there to be real outcome improvements, is for organizations to be more overt in determining what high performance will look like in their context, then clarifying that to all those involved in developing performance management so that accountabilities at all levels can be agreed, supported, and effective
Accountability · Business · Commission · Context (archaeology · Economics · Government (linguistics · Management process · Management system · New public management · Operations management · Performance Management · Political science · Process (computing · Process management · Public relations · Public sector · Public service · Service (business · Work (physics · Computer Science · Engineering · Public Policy and Administration Research · Finance · Marketing
Making sense of performance information on effectiveness, costs, and equality during the Covid-19 pandemic. The importance of reference points for citizens’ performance information use
The Importance Performance Assessment and Its Impact on Improving Performance of Public Service Organizations in South Tangerang City
The Effect of Human and Social Capital on Employee Performance in Public Sector
Using outcome measures in sub-national level performance management
The more actions, the higher the performance evaluation? Evidence from the crisis management of Covid-19 in China
Employee Performance Management
Improvements in employee performance management over time
Why Performance Management Should Not Be Like Dieting
Are We Being Served? Emotional Labour in Local Government in Victoria, Australia
Effective Practitioner–Scholar Relationships
Evidence-based policy-making in normatively divided policy fields
The persistence of organizational performance problems the public services in Ghana
Incentives to local public service provision
The structure of the online state
The impact of using algorithms for managerial decisions on public employees' procedural justice
How responsive are government agencies when contacted by email? Findings from a longitudinal study in Australia and New Zealand
Motivational psychology and the call to professional public service in Canada
| Citations per year | 1.55 |
|---|---|
| Citation span | 2015 - 2025 (11) |
| Highly cited | No |