Performance management systems for senior civil servants
How strong is the managerial public service bargain
Bibliographic Data
| ID | 9961980 |
|---|---|
| Authors | Annie Hondeghem (0000-0002-0900-3959, Public Management Institute, KU Leuven, Belgium, corresponding author), Karolien Van Dorpe (Department of Administrative Affairs in the Flemish government, Belgium) |
| Year | 2013 |
| Volume | 79 |
| Issue | 1 |
| Pages | 9-27 |
| Publication date | 2013-03-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | International Review of Administrative Sciences (JOURNAL) |
| Journal identifiers | ISSN: 0020-8523 • E-ISSN: 1461-7226 |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0020852312467549 |
| OpenAlex | W2080587528 |
| Language | EN |
| Citations received | 6 |
| References cited | 18 |
During the past couple of decades we have witnessed important reforms in the public sector in OECD countries. Various forms of performance management systems have been introduced. This had an impact on the role and position of senior civil servants. The traditional public service bargain (PSB) came under pressure and was replaced by – at least partially – a managerial PSB. This article looks at the performance management systems that have been introduced for senior civil servants in five countries (Canada, the UK, the Netherlands, Denmark, and Belgium) and their impact on the managerial PSB. When there is strong result-based control in the different phases of the performance management cycle, we assume a strong managerial PSB. The finding is that the Anglo-Saxon countries have stronger result-based control systems than the European continental countries. Therefore we conclude that in the former countries the managerial PSBs are stronger than in the latter countries. Points for practitioners Performance management systems for senior civil servants show a different degree of result-based control. Following the four steps in a control process (plan, do, check, act) we can divide the performance management cycle into four phases: planning, monitoring, evaluation, and acting. When there is strong result-based control in each stage, we can speak of a strong managerial public service bargain (PSB). When there is moderate or weak result-based control, there is a moderate or weak managerial PSB, respectively. Each country can make its own choices regarding the performance management system for senior civil servants, but one must be aware that this has an impact on political-administrative relations
Business · Civil servants · Civil service · Control (management · Economics · Economy · Management · Management control system · Performance Management · Political science · Politics · Public sector · Public service · Senior management · Service (business · Accounting and Organizational Management · Evaluation and Performance Assessment · Law · Marketing · Public Administration · Public Policy and Administration Research
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| Unique citing works | 6 |
|---|---|
| Citations per year | 0,5 |
| Citation span | 2014 - 2022 (9) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 6 |