1* فارغ‌التحصیل دوره دکتری رشته مدیریت دولتی، از دانشکده مدیریت و حسابداری دانشگاه علامه طباطبایی (ره)
2** استاد مدیریت، گروه مدیریت دولتی، دانشکده مدیریت و حسابداری دانشگاه علامه طباطبایی (ره)
چکیده
مفهوم عملکرد در دو دهه گذشته در مرکز تحولات مدیریت دولتی قرار گرفته و به هدف محوری آن تبدیل شده است. ذی‌نفعان، خواستار آگاهی از اطلاعات عملکرد سازمان‌های دولتی و نتایج فعالیت‌های آنها هستند؛ به همین دلیل، این عصر، عصر حکمرانی به وسیله مدیریت عملکرد نام گرفته است. البته هنوز ادبیات دانشگاهی، تفسیری سازگار از معنای عملکرد و نظری روشن درباره مهم‌ترین عناصر مدیریت عملکرد در بخش دولتی عرضه نکرده و اجماعی دراین‌باره وجود ندارد. ابهام و آشفتگی مفهومی در ادبیات مدیریت عملکرد سازمانی و نیز پراکندگی و اختلاف میان مدلهای مختلف، بر خلأ نظری در این حوزه دلالت می‌کند. هدف از این مقاله، طراحی مدلی مفهومی برای سازمان‌های دولتی و غیرانتفاعی است تا از آن به مثابه ابزاری نظری در تحلیل شرایط موجود سازمان و نیل به وضع مطلوب بهره‌برداری گردد. بدین منظور، مدلهای این حوزه با رویکرد کیفی و روش تحلیل مضمونی تجزیه و تحلیل شد. سپس با اتکاء بر سه مضمون محوری به‌دست‌آمده، گونه‌شناسی مدلها عرضه شد که گونه ایدهآل، پشتوانه نظری طراحی مدل مفهومی این تحقیق است. بر اساس مدل مفهومی پیشنهادشده در این مقاله، مدل مطلوب مدیریت عملکرد سازمانی، جامعِ سه عنصر «ابعاد و معیارهای عملکرد»، «پیش‌ران‌های درونی و بیرونی عملکرد» و «فرآیند (مراحل) مدیریت و بهبود عملکرد» است. چنین مدلی باید در هر سازمانی متناسب با اقتضائات آن توسعه یابد.
Organizational Performance Management for Public and Non-Profit Sectors; A Conceptual Model
چکیده [English]
In recent two decades, the concept of performance has become the core of public management reform and major goal of it. Now performance management is a shared agenda in the public management literature across the globe. Stakeholders want to know about the results and outcomes of public organizations’ activities and their performance information. Thus this era is named the era of governance by performance management. But the academic literature is far from applying a consistent interpretation on performance meaning and issuing an obvious statement about performance management elements in the public sector and there is no consensus in this area. Notwithstanding many debates, performance management remains something of an enigma and is lacking in a coherent meta-analysis. This article by using a qualitative approach and thematic analysis method focuses on organizational performance management models in the public sector and tries to analyze and classify these models and depict themes network in order to reveal patterns embedded in data. Then a typology from different models of performance management in public organizations is formed based on organizing themes and a comprehensive conceptual model is designed. Based on the proposed conceptual model represented in this article, the desired organizational performance management model consists of three dimensions; content (performance dimensions and criteria) context (internal and external performance drivers) and process (performance management and improvement stages). Such a model should be developed in every organization by considering its specific features.
کلیدواژه ها [English]
performance management, organizational performance, Thematic Analysis, typology, Conceptual Model, public and nonprofit organizations
مراجع
آرمسترانگ، مایکل (1385)، مدیریت عملکرد راهبردهای کلیدی و راهنمای عملی، ترجمه سعید صفری، تهران: جهاد دانشگاهی، چاپ اول.
الوانی، سیدمهدی و سیدنقوی، میرعلی (1382)، «مدل امتیازات متوازن: الگویی برای سنجش عملکرد در بخش دولتی»، مطالعات مدیریت، شماره پیاپی 37 و 38، صص 3-17.
رضائیان، علی و گنجعلی، اسدالله (1390)، مدیریت عملکرد چیستی، چرایی و چگونگی، تهران: دانشگاه امام صادق (علیه السلام)، چاپ اول.
عابدی جعفری، حسن، تسلیمی، محمدسعید، فقیهی، ابوالحسن و شیخ‌زاده، محمد (1390)، «تحلیل مضمون و شبکه مضامین، روشی ساده و کارآمد برای تبیین الگوهای موجود در داده‌های کیفی»، اندیشه مدیریت راهبردی، سال پنجم، شماره دوم، پاییز و زمستان1390، شماره پیاپی 10، صص 151-198.
Andrews, R. & Boyne, G. A. & Walker, R. M. (2006), "Subjective and objective measuresof organizational performance: anempirical exploration", in George A. Boyne, et al. (eds.), Public service performance: perspectives on measurement and management (pp. 14-34), New York: Cambridge University Press.
Attride-Stirling, J. (2001), "thematic networks: an analytic tool for qualitative research", qualitative research, Vol. 1, No. 3, pp. 385-405.
Bailey, Kenneth D. (1994), Typologies and taxonomies: An introduction to classification techniques, Sage University papers: Quantitative applications in the social sciences, No. 07-102.: Thousand Oaks, CA, US: Sage Publications, Inc.
Behn, Robert D. (2003), “Whay measure performance? different purposes require different measures”, public administration review, Vol. 63, No. 5, pp. 586-606.
Bouckaert, G. & Halligan, J. (2006), "performance and performance management", in B. Guy Peters and jon Pierre (eds.), Handbook of public policy (pp. 443-460), Thousand Oaks, CA, US: Sage Publications.
Boyne, George A., Kenneth, J., Meier, L. J., O’Toole, Jr. & Walker, R. M. (2006), Public service performance: perspectives on measurement and management, New York: Cambridge University Press.
Braun, V. & Clarke, V. (2006), "Using thematic analysis inpsychology", Qualitative Research in psychology, Vol. 3, No. 2, pp. 77-101.
Broadbent, J. & Laughlin, R. (2009), "Performance management systems: A conceptual model", Management Accounting Research, Vol. 20, No. 4, pp. 283-295.
Brown, Andrew (2005), "Implementing performance management in England’s primary schools", International Journal of Productivity and Performance Management, Vol. 54, No. 5/6, pp. 468-481.
Christopher, W. F. (2007), Holistic Management: Managing What Matters for Company Success, Hoboken, New Jersey: John Wiley & Sons, Inc.
Doty, D. Harold and Glick, H. William (1994), "Typologies as a Unique Form of Theory Building: Toward Improved Understanding and Modeling", The Academy of Management Review, Vol. 19, No. 2, pp. 230-251.
Fryer, Karen; Antony, Jiju & Ogden, Susan (2009), "Performance management in the public sector", International Journal of Public Sector Management, Vol. 22, No. 6, pp. 478-498.
GAO (United States General Accounting Office) (2011), Performance Measurement and Evaluation, Definitions & Relationships, GAO-11-646S, Retrieved from http://www.gao.gov/assets/80/77277.pdf Visited 2012/1/21.
Given, Lisa. M. (2008), The Sage encyclopedia of qualitative research methods, Thousand Oaks, CA, US: SAGE Publications.
Government Finance Profession, (2008), “Doing the Business. Managing Performance in the Public Sector – An External Perspective”, Retrieved from http://www.thegfp-treasury.org/resources/Pdf/2008_perf_mgt_pub_sector.pdf visited 2012/14/11.
Hakes, Chris (2007), The EFQM Excellence Model to Assess Organizational Performance: A Management Guide, Zaltbommel: Van Haren Publishing.
Hanna, David P. (1988), Designing organizations for high performance, USA: Addison-Wesley Publishing Company.
Heinrich, Carolyn J. & Marschke, Gerald (2010), "Incentives and Their Dynamics in Public Sector Performance Management Systems", Journal of Policy Analysis and Management, Vol. 29, No. 1, pp. 183-208.
Kaplan, R. S. & Norton, D. P. (1996), The balanced scorecard: translating strategy into action, USA: Harvard Business School Press.
Kearney, Richard C. & Berman, Evan M. (1999), Public sector performance: management, motivation, and measurement, ASPA classics; Boulder, Colo.: Westview Press.
King, N. & Horrocks, C. (2010), Interviews in qualitative research, Thousand Oaks, CA, US: SAGEPublications.
Marr, Bernard (2008), Managing and delivering performance, Oxford: Butterworth-Heinemann/Elsevier.
Mills, A. J., Durepos, G. & Wiebe, E. (2010), Encyclopedia of case study research, Thousand Oaks, CA, US: SAGE Publications.
Modell, Sven (2005), "Performance management in the public sector: Past experiences, current practices and future challenges", Australian Accounting Review, Vol. 15, No. 37, pp. 56-66.
Morrow, J. R., Jackson, A., Jackson, A. W., Disch, J. G. & Mood, D. P. (2010), Measurement and Evaluation in Human Performance, Champaign: Human Kinetics.
Moynihan, Donald p. & Pandey, Sanjay K. (2005), "Testing a Model of Public Sector Performance: How Does Management Matter?", Journal of Public Administration Research and Theory, Vol. 15, No. 3, pp. 421-439.
Moynihan, Donald p. (2008), The dynamics of Performance Management: Constructing information and Reform, Washington, D.C.: Georgetown University Press.
Neely, A., Adams, C. and Crowe, P. (2001), “The performance prism in practice”, Measuring Business Excellence, Vol. 5, No. 2, pp. 6-13.
Neely, Andy. D. (2007), Business performance measurement: unifying theories and integrating practice, New York: Cambridge University Press.
Olowu, D. (2009), "Strategic performance management in the public sector", Paper commissioned by the commonwealth secretariat, London, United Kingdom. FOR MEETING OF AFRICAN HEADS OF PUBLIC SERVICE Retrived from http://www.africaeuropefoundation.org/StrategicPerformanceBackgroundPaper.pdf
Poister, Theodore H. (2003), Measuring performance in public and nonprofit organizations, The Jossey-Bass nonprofit and public management series; San Francisco, Calif. ; [Great Britain]: Jossey-Bass.
Pollitt, Christopher (1999), Performance or compliance?: performance audit and public management in five countries, New York: Oxford University Press.
Id. (2005), "Performance Management in Practice: A Comparative Study of Executive Agencies", Journal of Public Administration Research and Theory, Vol. 16, No. 1, pp. 25-44.
Radin, B. A. (2003), "A Comparative Approach to Performance Management: Contrasting the Experience of Australia, New Zealand, and the United States", International journal of public administration, Vol. 26, No. 12, pp. 1355-1376.
Radnor, Zoe & McGuire, Mary (2004), "Performance management in the public sector: fact or fiction?", International Journal of Productivity & Performance Management, Vol. 53, No. 3, pp. 245-260.
Rich, Philip (1992), "The Organizational Taxonomy: Definition and Design", The Academy of Management Review, Vol. 17, No. 4, pp. 758-781.
Siegel, john philipp & summermatter, Lukas (2008), "Defining Performance in Public Management: A Survey of Academic Journals", European Group of Public Administration Conference (EGPA, Rotterdam. Retrived from http://webh01.ua.ac.be/pubsector/Rotterdam/papers/Siegel%20Summermatter%20paper.pdf
Simmons, j. (2008) "Employee significance within stakeholder-accountable performance management systems", The TQM Journal, Vol. 20, No. 5, pp. 463-475.
Sole, F. & Schiuma, G. (2010), “How to Use Different Measures for Different Purposes: A Holistic Performance Management Model for Public Organizations”, in paolo Taticchi (Ed.): Business Performance Measurement and Management (pp: 103-112), Berlin: Springer Berlin Heidelberg.
Talbot, C. (2007), "Performance management", in Ewan Ferlie, Laurence E. Lynn, and Christopher Pollitt (eds.), The Oxford handbook of public management (pp. 491-520), Oxford University Press.
Taticchi, P. (2010), Business Performance Measurement and Management: New Contexts, Themes and Challenges, Berlin Heidelberg: Springer.
Vukomanović, Mladen; Radujković, Mladen & Burcar, Ivana (2008),"The Balanced Scorecard vs. EFQM Excellence Model: A Performance Management Perspective", IPMA World congress, Rome: Italian Project Management Academy, pp. 255-265.
Waldt, G. V. (2004), Managing Performance in the Public Sector: Concepts Considerations and Challenges, Lansdowne: Juta.
ابتدای صفحه