Why do autonomous public agencies use performance management techniques? Revisiting the role of basic organizational characteristics

Jan Wynen, Koen Verhoest

Research output: Contribution to journalArticleScientificpeer-review

6 Citations (Scopus)

Abstract

This study investigates to what extent the use of different performance management techniques within (semi-) autonomous public sector organizations, also called public agencies, can be explained by the defining organizational features of such organizations. Using multi-country survey data of over 400 public agencies, the effect of these features—internal performance target setting and monitoring, multi-year planning, as well as the internal performance-based allocation of resources—upon three performance management techniques has been studied. This set-up recognizes differences among management techniques, as well as recurring factors, allowing us to make more general statements. Analyses illustrate that external result control by the minister and parent ministry positively affects the use of all performance management techniques examined in public agencies. However, each performance management technique is affected differently by specific organizational variables.
Original languageEnglish
Pages (from-to)619-649
JournalInternational Public Management Journal
Volume21
Issue number4
DOIs
Publication statusPublished - 2018
Externally publishedYes

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