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首页> 外文期刊>The International Journal of Productivity and performance management >Performance management in Canadian public organizations: findings of a multi-case study
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Performance management in Canadian public organizations: findings of a multi-case study

机译：加拿大公共组织的绩效管理：一项多案例研究的结果

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Purpose - Performance management (PM) is now clearly a well-established practice in public sector organizations. However, increasingly scholars have been questioning its efficacy in improving organizational performance. Research has shown that the presumed benefits remain questionable and that there are many barriers, challenges and problems in implementing PM. The purpose of this paper is to report and discuss the findings of a multi-case study that examines in more depth how five Canadian public sector organizations are implementing PM. Design/methodology/approach - A qualitative multi-case study approach was used in this study. Structured interviews were carried out in each public sector organization and the interview data were analyzed using NVivo8. Individual case profiles were also written. A cross-case analysis was carried out using data from these five cases. Findings - The cross-case analysis of the data focussed on the major themes emerging from the data with respect: to challenges and barriers, success factors, context and implications for practice for PM in public sector organizations. Three contextual factors are identified and discussed in explaining some of the findings. Conclusions are drawn for making PM more effective in achieving performance improvement in public sector organizations and future directions for research. Research limitations/implications - The research findings and implications for practice are based on five Canadian public sector organizations so may limit its generalizability to public sector organizations in other countries. Practical implications - Some practical implications are discussed with respect to implementing PM more successfully in public sector organizations. This included the better integration of PM to corporate strategy, leadership in developing a positive PM culture and employee buy-in and commitment to the process. Originality/value - This qualitative multi-case study of PM in Canadian public sector organizations has not previously been done. This approach allows for a more close-up look at PM in public sector organizations especially how it is implemented and the experiences of organizational members. The paper also presents new insights on context as an important variable in explaining the findings from the cross-case analysis and points to future new directions for research and in developing a contingency theory approach to PM.
机译：目的-绩效管理（PM）现在显然已成为公共部门组织中的一种公认惯例。但是，越来越多的学者开始质疑其在改善组织绩效方面的功效。研究表明，假定的收益仍然值得怀疑，并且实施PM面临许多障碍，挑战和问题。本文的目的是报告和讨论一项多案例研究的结果，该研究将更深入地研究五个加拿大公共部门组织如何实施PM。设计/方法/方法-本研究采用定性的多案例研究方法。在每个公共部门组织中进行了结构化访谈，并使用NVivo8分析了访谈数据。还编写了个别案例简介。使用来自这五个案例的数据进行了跨案例分析。调查结果-数据的跨案例分析重点关注数据中出现的主要主题：挑战和障碍，成功因素，背景以及对公共部门组织中PM实践的影响。在解释某些发现时，确定并讨论了三个上下文因素。得出了使PM更有效地实现公共部门组织绩效改善和未来研究方向的结论。研究的局限性/意义-研究的发现和对实践的影响是基于五个加拿大公共部门组织的，因此可能会将其推广到其他国家的公共部门组织。实际意义-在公共部门组织中更成功地实施PM方面，讨论了一些实际意义。这包括将PM更好地整合到公司战略中，在建立积极的PM文化方面发挥领导作用，以及员工的支持和对流程的承诺。原创性/价值-在加拿大公共部门组织中对PM进行的定性多案例研究尚未完成。这种方法可以更仔细地查看公共部门组织中的PM，尤其是PM的实施方式和组织成员的经验。本文还提供了有关上下文的新见解，它是解释跨案例分析的结果时的重要变量，并指出了未来的新研究方向和开发针对PM的权变理论方法。

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