Academic literature on the topic 'Municipal government Performance Organizational effectiveness'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Municipal government Performance Organizational effectiveness.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "Municipal government Performance Organizational effectiveness"
1
Roberts, Gary E. "Municipal Government Performance Appraisal System Practices: Is the Whole Less Than the Sum of its Parts?" Public Personnel Management 24, no. 2 (June 1995): 197–221. http://dx.doi.org/10.1177/009102609502400209.
Full textAbstract:
This article presents the results of a national survey of municipal government performance appraisal system practices based upon the responses of 240 personnel professionals. The survey focuses on appraisal system structure, the link between performance and personnel decision making, perceived user acceptance, and observations on the effectiveness of the appraisal system. The results indicate that most performance appraisal systems are designed in accordance with the literature. However, the administration of these systems is more problematic. Most systems are perceived to be somewhat effective in terms of the process of appraisal and the affects on motivation and productivity.
2
Roberts, Gary E. "Developmental Performance Appraisal in Municipal Government." Review of Public Personnel Administration 15, no. 3 (July 1995): 17–43. http://dx.doi.org/10.1177/0734371x9501500303.
Full text
3
Chhabra, Susheel. "Organizational Performance Framework." International Journal of Civic Engagement and Social Change 2, no. 4 (October 2015): 52–64. http://dx.doi.org/10.4018/ijcesc.2015100104.
Full textAbstract:
The research study proposes an organizational performance framework of Haryana Government departments involved in providing e-Government services through citizen service centers (CSCs). The objective of this framework is to suggest dimensions which need improvement for enhancing organizational performance. This will help to improve efficiency and effectiveness in providing services to citizens through CSCs. The organizational performance framework has been suggested using responses collected from 150 government departments. A log linear regression analysis is used to develop the framework. The framework can be used as a template for Government departments in similar other organizational settings.
4
Devialesti, Veni. "PERFORMANCE ANALYSIS OF ORGANIZATIONAL EFFECTIVENESS IN THE GOVERNMENT." Saburai International Journal of Social Sciences and Development 4, no. 2 (January 16, 2021): 63–74. http://dx.doi.org/10.24967/saburaiijssd.v4i2.1093.
Full textAbstract:
Good governance is a prerequisite for effective government formation. For this reason, a competent apparatus is needed to improve its performance so that governance can run optimally. Performance is the result of work in quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given to him, Mangkunegara (2007).The purpose of this study was to determine the effect of effectiveness on employee performance in Bandar Lampung City Government .Based on the results of the study found Variable organizational effectiveness is a very effective variable to improve employee performance.
5
Rahmawati, A., Siti Haerani, Muh Idrus Taba, and Nurjannah Hamid. "Measures of Organizational Effectiveness: Public Sector Performance." IRA-International Journal of Management & Social Sciences (ISSN 2455-2267) 5, no. 2 (November 23, 2016): 203. http://dx.doi.org/10.21013/jmss.v5.n2.p1.
Full textAbstract:
<em><span style="font-size: 12.0pt; font-family: 'Times New Roman','serif'; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: IN; mso-bidi-language: AR-SA;">This study aims to investigate and analyze the influence of leadership, competence, OCB behavior of an employee's performance against organizational effectiveness at 209 employees working at the regional work units (SKPD) Provincial Government of South Sulawesi. The hypothesis was tested using Structural Equation Model (Analysis of Moment Structures, AMOS version 18). The results of the study provide evidence that the leadership and competencies that can improve OCB employee for the better. Good leadership and high competence and OCB employee can increase employee performance management to a higher direction. Leadership and competence cannot increase the effectiveness of the organization towards high, while the OCB employee and management performance that can increase the organizational effectiveness.</span></em><br /><em><span style="font-size: 12.0pt; font-family: 'Times New Roman','serif'; mso-fareast-font-family: 'Times New Roman'; mso-ansi-language: EN-US; mso-fareast-language: IN; mso-bidi-language: AR-SA;">This study aims to investigate and analyze the influence of leadership, competence, OCB behavior of an employee's performance against organizational effectiveness at 209 employees working at the regional work units (SKPD) Provincial Government of South Sulawesi. The hypothesis was tested using Structural Equation Model (Analysis of Moment Structures, AMOS version 18). The results of the study provide evidence that the leadership and competencies that can improve OCB employee for the better. Good leadership and high competence and OCB employee can increase employee performance management to a higher direction. Leadership and competence cannot increase the effectiveness of the organization towards high, while the OCB employee and management performance that can increase the organizational effectiveness.</span></em>
6
Holton, Elwood F., Donna H. Redmann, Mertis A. Edwards, and Marion E. Fairchild. "Planning for the transition to performance consulting in municipal government." Human Resource Development International 1, no. 1 (March 1998): 35–56. http://dx.doi.org/10.1080/13678869800000007.
Full text
7
Hasanov, Rafail Musa oglu. "Social Capital, Civic Engagement and the Performance of Local Self-Government in Azerbaijan." Nationalities Papers 37, no. 1 (January 2009): 89–114. http://dx.doi.org/10.1080/00905990802535698.
Full textAbstract:
Eight years of municipal reform in Azerbaijan reflect a lack of social capital in communities. Without building social capital, achieving effectiveness of governance, as well as political stability and economic progress, in the country appears bleak.This paper seeks to study factors such as the set of informal values, tolerance, social trust, norms and networks of voluntary associations which contribute to social capital formation within the communities of Azerbaijan. As a way of exploring the problem, we have focused on one specific area of governance-the construction of infrastructural services (i.e. roads, housing and communal services, water supply, and sewerage) in Baku, the country's capital, and in Khachmaz and Masalli, both of which are districts of Azerbaijan. The aim is to highlight and clarify the effectiveness of municipal governments in different communities of Azerbaijan from the standpoint of civic engagement and its role in this process.
8
BLOM‐HANSEN, JENS, KURT HOULBERG, and SØREN SERRITZLEW. "Jurisdiction size and local government effectiveness: Assessing the effects of municipal amalgamations on performance." European Journal of Political Research 60, no. 1 (May 31, 2020): 153–74. http://dx.doi.org/10.1111/1475-6765.12394.
Full text
9
Amnions, David N. "Executive Satisfaction with Managerial Performance Appraisal in City Government." Review of Public Personnel Administration 8, no. 1 (September 1987): 33–48. http://dx.doi.org/10.1177/0734371x8700800103.
Full textAbstract:
The methods used by municipal executives to appraise the performance of upper management subordinates differ substantially among major U.S. cities. Responses from 122 municipalities indicate a wide variety of appraisal techniques in use by cities that systematically assess managerial performance, but further reveal that less than two-thirds use any kind of formal, documented system whatsoever. In this article, appraisal system characteristics are examined for their relationship to executive satisfaction with appraisal practices. The findings suggest that system conformance to initial design, subordinate involvement, and feedback frequency are among the system characteristics most relevant to chief executive satisfaction with upper management appraisal.
10
Roberts, Gary E. "Barriers to Municipal Government Performance Appraisal Systems: Evidence from a Survey of Municipal Personnel Administrators." Public Personnel Management 23, no. 2 (June 1994): 225–36. http://dx.doi.org/10.1177/009102609402300205.
Full textAbstract:
Performance appraisal systems are an important tool of personnel management, but not all municipalities utilize this technique. The study analyzed the major reasons why municipal governments do not implement a formal performance appraisal system. The data was derived from a national sample of municipal government personnel officers. The results indicate that the most important barriers were a lack of expertise in performance appraisal and insufficient resources to adequately support a system. Discriminate analysis showed that western and southern cities were more likely to utilize an appraisal system, while eastern cities were least likely. Other significant variables associated with existence of a performance appraisal system were a favorable labor relations climate and lower turnover rates. Implications for development of a performance appraisal system are discussed.
Dissertations / Theses on the topic "Municipal government Performance Organizational effectiveness"
1
Grau, Micah. "Using a model municipal performance measurement system to assess mid-size Texas cities' systems /." View online, 2008. http://ecommons.txstate.edu/arp/282/.
Full text
2
Simon, Carl. "La performance dans les administrations municipales et les variables organisationnelles qui y sont associées /." Thèse, Chicoutimi : Université du Québec à Chicoutimi, 1994. http://theses.uqac.ca.
Full text
3
Isaacs, Dinesh. "The impact of project maturity on project performance in the Cape Metropole." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2792.
Full textAbstract:
Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018.Organisations in both private and public sector have embraced Project Management as the ideal means of managing projects with the hopes of ensuring that they deliver their intended benefit. Projects have therefore become particularly prominent within the public sector including Municipalities, as a means of fulfilling developmental goals and delivering services. This has resulted in organisations investing considerable resources to ensure that they build the capacity needed to effectively manage projects. This investment usually takes the form of training and development of project managers or adopting and implementing project management methodologies with clear processes that guide how projects are managed. Within academia there has also been a broad spectrum of research devoted to the field of project management. A major focus area of project management research has been to determine the value of Project Management by measuring aspects of an organization’s project management performance and how best they can improve it to ensure project success. However, despite the advances in Project research and the practice of project management, organisations continue to face low project success rates. Findings from previous research has found that project management is very context specific and that there is not a ‘one size fits all’ when it comes to implementing project management practices. Therefore, organisations should be tailoring their project management approach to best suit their unique needs. This study has therefore chosen to evaluate project management performance within Municipalities in the Western Cape Province, South Africa. The aim of which was to find how best municipalities can improve their current performance and ensure project success. The rationale for this research is further supported by evidence which indicates that project management within the public sector is generally less developed than in the private sector. In this study a construct was developed to define project management performance consisting of Project Management Maturity, the impact of project teams and effective project partnerships. Project management maturity was analysed adapting a project management maturity model developed by Labuschagne and Marnewick (2008). Project success was defined by five project success criteria that were identified through literature reviews. The success criteria consisted of the completion of a project within time, budget, quality requirements, satisfaction of the public’s needs and ensuring organizational success. A survey questionnaire was developed and distributed to 108 project managers working within a selected municipal department in South Africa. The results of this research has provided evidence of the link between project management performance and project success within municipalities. These findings provide insights on which aspects of their project management practice a municipality should focus on and develop to maximise project success. In addition, the research also contributes to a deeper insight into the application, benefits and pitfalls of project management maturity models.
4
Moodley, Nishendra. "Performance management in developmental local government: a search for an effective and workable approach." Thesis, University of the Western Cape, 2003. http://etd.uwc.ac.za/index.php?module=etd&.
Full text
5
Khumalo, Ngwadeni Nompumelelo Yvonne. "A review of the alignment between the Integrated Development Plan and the performance management system of Capricorn District Municipality." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/97157.
Full textAbstract:
Thesis (MPA)--Stellenbosch University, 2015.ENGLISH ABSTRACT: Local government in South Africa is mandated by legislation to develop an Integrated Development Plan (IDP) and a performance management system to direct and ensure the delivery of services to the communities that the municipalities serve. The implementation of performance management systems to plan, monitor and evaluate service delivery is not a new concept for the public sector. The development of the IDP and performance management system is an integrated process that requires municipalities to be able to align the planning, monitoring and evaluation processes. These processes should be undertaken to ensure that there is improved provision of service delivery. If planning processes fail to integrate performance management in the IDP and Service Delivery Budget Implementation Plan (SDIBP), monitoring and evaluation processes will not inform the affected municipalities on areas that must be improved to achieve better service delivery. In South Africa the importance of implementing a performance management system that is aligned with the IDP is enshrined in local government legislation. The implementation of the legislation to realise alignment is achieved through a systematic approach that starts with the way in which a municipality is institutionally arranged to promote performance, as well as the processes of developing the IDP as set objectives, key performance indicators and targets, and undertaking monitoring and evaluation processes to measure whether the IDP objectives and key performance indicators are achieved. The research is a case study reviewing the alignment of the IDP and performance management system of the Capricorn District Municipality (CDM). The study used purposive sampling and literature review to investigate the extent to which the IDP and performance management systems of CDM are aligned. The study recommends improvements that the CDM can implement to align the IDP and performance management system better based on the policy and legislative framework requirements for integrated development planning and performance management. It also suggests processes to develop the IDP and performance management system of the CDM and assesses the extent to which the CDM performance management system aligns with, and monitors and evaluates the IDP.
AFRIKAANSE OPSOMMING: Plaaslike regering in Suid-Afrika word deur wetgewing bemagtig om ‘n Geïntegreerde Ontwikkelingsplan [GOP] en prestasiebestuurstelsel te ontwikkel om rigting te gee en sodoende dienslewering aan die munisipaliteite wat hulle bedien, te verseker. Die implementering van prestasiebestuurstelsels om dienslewering te beplan, monitor en evalueer is nie ‘n nuwe konsep in die publieke sektor nie. Die ontwikkeling van die GOP en prestasiebestuurstelsel is ‘n geïntegreerde proses wat munisipaliteite in staat stel om die beplanning, monitering en evaluering in lyn met mekaar te stel. Hierdie prosesse moet onderneem word om verbeterde diensliewering te verseker. Indien beplanningsprosesse faal om prestasiebestuur te integreer met die GOP en die Dienslewering- en Begrotingsimplementeringsplan [DLBIP], sal monitorings- en evalueringsprosesse nie die betrokke munisipaliteit kan inlig rakende areas wat moet verbeter om beter dienslewering te bereik. In Suid-Afrika is die belangrikheid om ‘n prestasiebestuurstelsel te implementer wat in lyn is met die GOP, vasgelê in plaaslike bestuur wetgewing. Die implementering van die wetgewing om inskakeling te realiseer word bereik deur ‘n sistimatiese benadering wat begin by die manier waarop ‘n munisipaliteit institusioneel gerat is om prestasie te bevorder sowel as die prosesse vir ontwikkeling van die GOP as ‘n stel vasgestelde doelwitte, sleutel prestasie indikators en teikens en dan die moniterings- en evaluasieprosesse om te meet of die GOP doelwitte en sleutel prestasie indikators wel behaal is. Die navorsing is ‘n gevalle studie wat die integrasie tussen die GOP en prestasiebestuurstelsel van die Capricorn Distrik Munisipaliteit (CDM) ontleed. Die studie gebruik doelgerigte steekproewe en literêre oorsig om die omvang van integrasie tussen CDM se GOP en prestasiebestuurstels te ondersoek. Die studie beveel verbeterings aan wat die CDM kan implementeer om integrasie tussen die GOP en prestasiebestuurstelsel te verbeter, gebaseer op die beleid en wetgewende raamwerk vereistes vir geïntegreerde ontwikkelingsbeplanning en prestasiebestuur. Verder stel dit ook prosesse voor vir die ontwikkeling van die GOP en prestasiebestuurstelsel by CDM en bereken die omvang waartoe die CDM se prestasiebestuurstelsel inskakel met die GOP en dit ook moniteer en evalueer.
6
Engelbrecht, Maria Magdalena. "Sustaining administrative effectiveness after municipal elections through change management." Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/85774.
Full textAbstract:
Thesis (MPA)--Stellenbosch University, 2013.ENGLISH ABSTRACT: Municipalities are vulnerable to a potential regime change every five years due to municipal elections. These elections leave a municipality susceptible to the instituting of a new political leadership with its own strategies and ideologies. As part of the government sphere considered closest to its citizens, it is essential that municipalities run efficiently and effectively. The new political leadership could, however, propose and institute changes within the municipality which could temporarily threaten the efficiency of the municipality. It is imperative that the change process is managed effectively to ensure minimum disruption to the administration of the municipality and its ability to deliver services to its citizens. This study focuses on change management as an instrument to manage the changes proposed and instituted by a new political leadership post-municipal election. The study explores the role of governance, councillors and administration, as well as examines the effects which regime change has on municipalities, both politically and administratively. It explores change management, the various models and approaches which can be applied to change processes and applies this to the case of an anonymous municipality in the Western Cape. The municipality, used in this study, experienced administrative changes in 2012 with a policy and macrostructure change initiated by the new political leadership. The study uses non-empirical as well as empirical research to illustrate the change process, after which change management principles are applied to this case study. The importance of instituting a sufficient implementation plan based on change management principles is identified as key to ensure that the change process is managed effectively. The study further emphasises the importance of communication to officials throughout the change period. These findings resulted in the development of a Change Management Procedure Model to serve as guideline for municipal management during change periods. This model, which serves as recommendation to the study, will potentially minimise the possible disruption which changes can bring to the municipality and ensure that efficient service delivery is maintained.
AFRIKAANSE OPSOMMING: Vyfjaarlikse munisipale verkiesings laat munisipaliteite kwesbaar vir ’n potensiële regime-verandering en die daarstelling van ’n nuwe politiese leierskap met sy eie strategieë en ideologiëe. As deel van die regeringsfeer wat die naaste aan sy burgers beskou word, is dit uiters belangrik dat munisipaliteite doeltreffend en effektief bestuur word. Die nuwe leierskap kan egter veranderinge voorstel en instel wat die doeltreffendheid van die munisipaliteit tydelik bedreig. Daarom is dit noodsaaklik dat hierdie veranderingsproses effektief bestuur word ten einde die minimum ontwrigting vir die munisipaliteit en sy vermoë om dienste aan burgers te lewer tot gevolg te hê. Hierdie studie fokus op veranderingsbestuur as ’n instrument om die veranderinge van ’n nuwe politiese leierskap na ’n munisipale verkiesing te bestuur. Die studie ondersoek die rol van die bestuur, raadslede en die administrasie, asook die effek wat ’n regime-verandering op munisipaliteite, beide polities en administratief, het. Verder word die verskeie modelle en benaderings tot veranderingsbestuur wat op veranderingsprosesse toegepas kan word, verken en op Alak Munisipaliteit toegepas. Die munisipaliteit wat gebruik is in hierdie studie, het in 2012 administratiewe veranderinge ervaar as gevolg van ’n beleid- en makrostuktuurverandering wat deur die nuwe politiese leierskap geïnisieer is. Hierdie studie gebruik nie-empiriese sowel as empiriese navorsing om die veranderingsproses te illustreer, waarna veranderingsbestuurbeginsels op die gevallestudie toegepas word. Die bevindinge van die studie identifiseer hoe belangrik ’n voldoende implementeringsplan gebaseer op veranderingsbestuurbeginsels is ten einde te verseker dat die veranderingsproses effektief bestuur word. Die studie benadruk verder die belangrikheid van kommunikasie met amptenare gedurende die veranderingstydperk. Hierdie bevindinge het gelei to die ontwikkeling van ’n Veranderingsbestuur Prosedure Model om as riglyn vir munisipale bestuur gedurende veranderingstydperke te dien. Die model, wat dien as aanbeveling na aanleiding van die studie, het die potensiaal om die moontlike ontwrigting wat veranderinge in die munisipaliteit tot gevolg kan hê te verminder en te verseker dat doeltreffende dienslewering gehandhaaf word.
7
Wang, Kun. "From government to corporation : largest shareholder's change and firm performance /." View Abstract or Full-Text, 2003. http://library.ust.hk/cgi/db/thesis.pl?ACCT%202003%20WANG.
Full text
8
Le, Roes Fritz. "An analysis of the succession planning practices in a metropolitan municipality in South Africa." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2782.
Full textAbstract:
Thesis (MTech (Human Resource Management))--Cape Peninsula University of Technology, 2017.The successful implementation of any integrated talent management approach is important when embarking on succession planning to mitigate the risk of institutional knowledge being lost or for that matter, the loss of staff with critical and scarce skills occupying key positions. The integrated talent management approach is intended to manage, develop and retain skilled and experienced personnel identified as successors who should be ready to occupy targeted key positions in the event the current incumbents vacated due to retirement or through voluntary or involuntary exit from the municipality at any stage during the employee life cycle. The successful management of successors to key positions during the employee life cycle is highly dependent on the effective management of the succession planning process and system. The metropolitan municipality at the focus of this study has not delivered on a successfully implemented succession planning process and system to support the management and retention of staff and institutional knowledge in key critical and scarce skills and leadership positions. The aim of this study is to investigate and confirm the need for the integration of succession planning practices in an integrated talent management approach. This study applied a multidisciplinary theoretical review of current literature within the fields of talent management, public management, organisational psychology and business survey research at national and international levels. The selection of only one municipality supports a case study design in that it allows for an analysis of specific circumstances and a situation as experienced with regard to succession planning in a local government municipality. The researcher explored a triangulation mixed methods research approach and in such an instance, qualitative and a quantitative research are completed at the same time with equal weighting and with the idea of bringing the results of the two types of research together to validate the research questions posed. The qualitative research approach involved unstructured (in-depth) interviews conducted with eight Devolved Human Resources Managers (DHRM’s) responsible for HR Management within the municipality’s functional areas / departments. A survey technique in the format of a self-administered questionnaire was also used as a quantitative research approach to draw input from a sample group. The researcher, in consultation with a statistician, selected non-probability sampling. The questionnaire provided quantitative data to reflect the view of managerial, as well as non-managerial staff. The quantitative data collected was analysed using suitable descriptive and inferential statistical analyses. The qualitative data was recorded through unstructured interviews. The quantitative data was data integration correlated with the qualitative data. The results of the quantitative research were analysed and key factors identified for further interpretation. The results of the qualitative research were described with key themes emerging. The outcomes of both research approaches were consolidated and a linkage with the research objectives established in a tabulated format. New results emerged, confirming the integration of the outcomes by using the mixed method methodology. Congruent and non-congruent data across the qualitative and quantitative dimensions were identified.
9
Giroux, Francoise. "L'effet d'interaction structure-turbulence comme prédicat de la performance dans les petites municipalités québécoises /." Thèse, Chicoutimi : Université du Québec à Chicoutimi, 1995. http://theses.uqac.ca.
Full text
10
Romero, Michelle. "A utilization assessment of the Texas performance measurement system /." View online, 2004. http://ecommons.txstate.edu/arp/26/.
Full textBooks on the topic "Municipal government Performance Organizational effectiveness"
1
Tanzania. Local Government Support Programme. Assessment report on minimum conditions and performance measures of local government authorities: Arusha Municipal Council. Dar es Salaam]: PricewaterhouseCoopers, 2004.
Find full text
2
Theories of performance: Organizational and service improvement in the public domain. Oxford: Oxford University Press, 2010.
Find full text
3
Ayub, Mahmood Ali. Public industrial enterprises: Determinants of performance. Washington, D.C., U.S.A: World Bank, 1986.
Find full text
4
L, Morgan Stephen, and Institute of Internal Auditors, eds. Performance auditing: A measurement approach. Altamonte Springs, Fla: Institute of Internal Auditors, 2001.
Find full text
5
L, Morgan Stephen, and Institute of Internal Auditors. Research Foundation, eds. Performance auditing: A measurement approach. 2nd ed. Altamonte Springs, Fla: Institute of Internal Auditors Research Foundation, 2009.
Find full text
6
Schacter, Mark. Not a "tool kit": Practitioner's guide to measuring the performance of public programs. Ottawa: Institute on Governance, 2002.
Find full text
7
Parallel systems: Redundancy in government. Berkeley: University of California Press, 1985.
Find full text
8
Kadir, Syed Muhamad Abdul. Board of directors and organizational performance. New York: Garland, 1991.
Find full text
9
Committee, Connecticut General Assembly Legislative Program Review and Investigations. Performance management. Hartford, CT: The Committee, 1999.
Find full text
10
American Association of State Highway and Transportation Officials. Measuring performance among state DOTs. Washington, D.C: American Association of State Highway and Transportation Officials, 2006.
Find full textBook chapters on the topic "Municipal government Performance Organizational effectiveness"
1
Lawson-Body, Assion, Jared Keengwe, Laurence Mukankusi, Abdou Illia, and Glenn Miller. "E-Government Service Delivery Performance." In E-Commerce Trends for Organizational Advancement, 283–300. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-60566-964-9.ch016.
Full textAbstract:
E-government service delivery performance has been discussed in literature as a way governments use information technologies (IT) to deliver valuable services to their citizens at a lower cost. This article examines the effectiveness of Web site-supported Balanced Scorecard’s four dimensions (innovation and learning, internal process, veteran value proposition, and financial) in improving e-government service delivery performance. The study used content analysis to analyze the data obtained from a sample of 19 county veteran service officers (CVSOs) to test the hypotheses. CVSOs use Web sites to serve veterans on a Government-to-Citizen (G2C) basis.
2
Chhabra, Susheel. "Framework for Enhancing Organizational Performance." In Handbook of Research on Civic Engagement and Social Change in Contemporary Society, 169–82. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-4197-4.ch010.
Full textAbstract:
The government departments in India need overhauling to improve effectiveness in providing services to citizens. The chapter proposes an organizational performance framework of Haryana State Government departments involved in providing services to citizens. The framework suggests dimensions which need improvement for enhancing organizational performance. This will help to improve efficiency and effectiveness in providing government services. The organizational performance framework has been suggested using responses collected from 150 government departments. A log linear regression analysis statistical technique is used to develop the framework. The framework can be used as a template for Government departments in similar other organizational settings.
3
Wesley, Laura. "Measuring and Improving Information-Based Government Websites." In Active Citizen Participation in E-Government, 65–84. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-0116-1.ch004.
Full textAbstract:
This chapter presents a flexible framework for measuring efficiency, effectiveness, and citizen satisfaction with public sector websites. The framework uses research methods that measure the extent to which online information advances organizational objectives, reaches its target audience, and meets users’ expectations for service and quality. By gathering and reporting on this information, public sector website performance can be continuously improved. The framework is presented in a format that facilitates its evaluation. The design, implementation, and use of the performance measurement framework are described in detail by presenting logic models that describe possible activities and expected outcomes of each phase.
4
Ezziane, Zoheir, and Abdulla Al Shamisi. "The Impact of IT Governance Compliance on Enhancing Organizational Performance in Abu Dhabi." In Strategic IT Governance and Alignment in Business Settings, 209–36. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-0861-8.ch008.
Full textAbstract:
Information Technology (IT) governance is known to play a vital role in the corporate governance in terms of the accountability of the organization's Board of Executives to determine that organization's IT promotes to attain the goals and objectives of the organization, through employing various specific methods, processes and procedures for communication and relationship. In addition, IT governance focuses on how IT is delivering value, controlling risks, managing resources and increase performance. The aim of this work is to analyse IT governance practices used in Abu Dhabi public sector. It employs a quantitative research approach to accomplish the goals of this study. The outcomes of this work refer to important findings such as that most known and recommended international standards and IT frameworks as well as non-IT frameworks are employed by the Abu Dhabi public sector. The known frameworks and standards include ISO 9001, ITILv3, ISO 27001, ISO 20000, PMBOK, BSC, and COBIT respectively, are used as per public entities' needs to enhance the performance of public sector organizations and to comply with local, federal and governmental regulations. This work recommends many plans and best practices that can be employed by both IT governance Board and IT practitioners to leverage IT assets and improve IT governance. Ultimately, the enforcement of such recommended measures in the organizations will result in decreasing overall operational cost as well as enhancing service quality, IT governance effectiveness and interoperability between government bodies.
5
Avellaneda, Claudia N., and Ricardo A. Bello-Gómez. "Policy analysis for decision making in Colombian local governments." In Policy Analysis in Colombia, 135–50. Policy Press, 2020. http://dx.doi.org/10.1332/policypress/9781447347712.003.0009.
Full textAbstract:
This chapter applies a unique approach to examining policy analysis at the local level, confirming which local government officials use policy analysis and under what circumstances. It explores the availability of policy analysis tools and techniques and their use by Colombian local governments. It also introduces policy analysis and performance management as tools to achieve local effectiveness, including a framework to understand “when and who” is expected to use policy analysis in local governments. The chapter explains the use of policy analysis by local governments for the formulation, implementation and evaluation of their Municipal Development Plan. It develops some conclusions and suggests some prescriptions to enhance local policy analysis in Colombia.
6
Swiss, James E. "Information Technology as a Facilitator of Results-Based Management in Government." In Public Information Technology, 170–89. IGI Global, 2003. http://dx.doi.org/10.4018/978-1-59140-060-8.ch008.
Full textAbstract:
The most widely accepted normative model of “good” public management is often called results-based management. It encourages planning and target setting to make the organization more proactive; an emphasis on outcomes to make the organization better focused on its mission; quick performance feedback to make the organization more responsive; and continuous process improvements to make the organization better able to serve its clients. These changes are possible only with supporting information technology. This chapter discusses ways that IT, including GIS, EIS, and intranets, can support the new management model. However, IT can increase management effectiveness only if its role has been carefully designed. Before implementing major IT changes, top public managers must begin by determining such policy issues as what information would best guide upcoming major decisions; what balance the agency wishes between internal information accessibility versus security; and how best to balance frontline worker empowerment versus the need for organizational uniformity.
7
Gottschalk, Petter. "Strategy Implementation." In E-Business Strategy, Sourcing and Governance, 126–39. IGI Global, 2006. http://dx.doi.org/10.4018/978-1-59904-004-2.ch006.
Full textAbstract:
Stages 6 and 7 cover strategy implementation in the Y model. While stage 6 is concerned with implementing the plan and describing results, stage 7 is concerned with evaluating results as illustrated in Figure 6.1. The creation of IS/IT strategy has become a major challenge to business executives and IS/IT executives in recent years. Investments in information technology have been large, and many failed investments reflect this challenge. The impact of IT on organizational performance has grown in strategic importance, and thus the significance of failed IT investments is even greater. Information processing and information technology are becoming critical to many business and government operations, and the technology itself is changing at a rapid rate. New information technology will continue to transform organizations, and changes in how industry participants use IT can alter established relationships in an industry. Strategic IS/IT planning can play a critical role in helping organizations to increase efficiency, effectiveness and competitiveness. Although organizations use different methods in their analysis of current and desired situation, the resulting plans are to be implemented.
8
Rahman, Hakikur. "Role of ICT in Establishing E-Government System for Disadvantaged Communities." In Information Communication Technologies, 1482–93. IGI Global, 2008. http://dx.doi.org/10.4018/978-1-59904-949-6.ch101.
Full textAbstract:
Information and communications technologies (ICTs) are playing an increasingly vital role in the daily lives of all communities by revolutionizing their working procedures and rules of governance. ICTs offer a unique opportunity for governing elite to overcome the crisis of representative democracy, as ICT and the Internet empower civil society to play its role more effectively and facilitate the performance of governments’ main function-serving the people who elect them (Misnikov, 2003). In the realm of government, ICT applications are promising to enhance the delivery of public goods and services to common people not only by improving the process and management of government, but also by redefining the age-old traditional concepts. Community networking groups and local government authorities are well placed to campaign for greater inclusion for all members of the community in the information society. Possible areas to target include the provision of technology at low or no cost to groups through community technology centres or out of hours school access. There are many possibilities and local government must take a significant role in these activities (Young, 2000). Information society is based on the effective use and easy access of information and knowledge, while ICT for development (or ICTD) is not restricted to technology itself but focusing on manifold development and diverse manifestations for the people to improve their well-being. ICTD has deep roots in governance, is part of governance and has effects on governance patters and practices at both central and local level. By recognizing these facts, UNDP focuses on technologies to end poverty at WSIS Cyber Summit 2003, and emphasizes on ways that new technologies can help lift more than one billion people out of extreme poverty (UNDP, 2003). Apart from the four Asian IT giants (Korea, Rep., Hong Kong, China, Taiwan, China, and Japan), most of the Asian countries have fallen under the “low access” category of the Digital Access Index. This has also been referred in the WSIS Cyber Summit 2003, until now, limited infrastructure has often been regarded as the main barrier to bridging the digital divide (ITU, 2003). Among the countries with ICT spending as share of their GDP, Sweden, UK, The Netherlands, Denmark, and France (8.63, 7.97, 7.39, 7.19, and 6.57% respectively during 1992-2001) remain at the top (Daveri, 2002, p. 9), while countries like Bangladesh, Greece, Mexico, Niger, and many more remain at the bottom (EC, 2001; ITU, 2003b; Miller, 2001; Piatkowski, 2002). In a similar research it has been found that in terms of average share of ICT spending GDP, New Zealand, Sweden, Australia, USA, and UK (9.3, 8.4, 8.1, 8.1, and 7.8% respectively during 1992-1999) were among the highest (Pohjola, 2002, p. 7), though most of the countries in the Asian and African regions remain below the average of 5%. The disadvantaged communities in the countries staying below average in ICT spending seem to be lagging in forming appropriate information-based economy and eventually fall behind in achieving proper e-government system. The e-government system in those countries need to enhance access to and delivery of government services to benefit people, help strengthen government’s drive toward effective governance and increased transparency, and better management of the country’s social and economic resources for development. The key to e-government is the establishment of a long-term dynamic strategy to fulfill the citizen needs by transforming internal operations. E-government should result in the efficiency and swift delivery and services to citizens, business, government employees and agencies. For citizens and businesses, e-government seems the simplification of procedures and streamlining of different approval processes, while for government employees and agencies, it means the facilitation of cross-agency coordination and collaboration to ensure appropriate and timely decision-making. Thus, e-government demands transformation of government procedures and redefining the process of working with people and activities relating to people. The outcome would be a societal, organizational, and technological change for the government and to its people, with IT as an enabling factor. E-government should concentrate on more efficient delivery of public services, better management of financial, human and public resources and goods at all levels of government, in particular at local level, under conditions of sustainability, participation, interoperability, increased effectiveness and transparency (EU, 2002). ICT brings pertinent sides more closely by prioritizing partnerships between the state, business and civil society. A few East European countries have became economically liberal with the high level of foreign direct investment per capita and at the same time became ICT-advanced regional leaders in terms of economic reform. These countries also present the region’s most vivid examples of partnerships and collaboration. They have clearly manifested the importance of the public-private partnerships, transparent bottom-up strategies, involvement of all stakeholders, total governmental support, capturing economic opportunities, and enabling electronic mediated businesses, responding to the challenges of globalization.