Purpose – The aim of this paper is to explore the issues involved in developing and applying performance management approaches within a large UK public sector department using a multiple stakeholder perspective and an accompanying theoretical framework. Design/methodology/approach – An...

Purpose – This paper aims to examine the use of the balanced scorecard (BSC) as a performance management tool in the public sector. Drawing on a New Zealand study of local government organzations (LGOs), it seeks to identify issues and challenges in implementing the BSC in public sector...

To deal with financial constraints and increasing demand on accountability, government administrators have begun implementing modern management tools in their organizations. The balanced scorecard, a performance and strategic management system, has been adopted in for‐profit organizations with...

Purpose – The use of the balanced scorecard has been subject to increasing scrutiny and criticism in academic literature. The purpose of this paper is to explore the limitations of, and implications for, the Performance Assessment Framework (PAF) as a balanced scorecard approach in the NHS....

Purpose – The purpose of this paper is to exemplify the evolving applications of balanced scorecard and strategy map in the healthcare sector. This paper seeks to describe a number of innovative approaches adopted by healthcare organizations and health systems in their implementation of Kaplan...

The purpose of this article and of this symposium is to challenge the notion that simple performance tracking by itself is capable of improving performance. The claim of this paper is that in order to advance performance there is a need to manage performance rather than simply measure any given...

The delivery of public services in developing countries is over‐centralised. One of the reasons for this is the presence of centralised decision‐making apparatus, which distances power from communities. The centralised decision making reduces accountability among public sector employees and...

Presents, from a systemic perspective, an examination and discussion of performance measurement, performance indicators and associated improvement initiatives, as typically applied in public sector organisations. Such mechanisms are usually implemented as a causal loop which is established...

The linkage between strategic planning and daily activities within an organization is often obscure. Perhaps as a consequence, many well‐developed strategic plans fail to be implemented, and required goals and objectives are not attained. Strategy deployment processes link strategic plans with...

During the last two decades the public sector has come under increasing pressure to improve performance and demonstrate greater transparency and accountability. This pressure has resulted in public sector organisations facing shifts in ways of operating. Various corporate change strategies have...