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PIPFA Journal Article

ties. A whole picture approach, which Good governance in Pakistan is a key Performance management methodol-
must cover all the essential & critical problem of all the time. Despite many ogy does not activate in isolation. It is
aspects, is more suitable. efforts, there is no sign of remarkable important that professional and com-
Does Performance improvement in public sector service petent strategic management through
Management Works? delivery. This is an opportunity for strategic planning with strategic think-
Pakistan to put effort and move ing, encourage stakeholder’spartici-
Performance management is entirely forward concise under the global pation, system maturity, leadership
a new concept for public sector organ- goals for sustainable development. In support, management capacity,
izations. This is the debate where the current scenario, Public sector employee’sparticipation, innovative
adequate research and development organizations are not taking owner- cultures, focus on strength and goal
is required in context with local culture ship and neglecting of these SDG’s in clarity.
and environment. General behavior of their annual development programs. References
public sector employee is not There is no evidence that public sector
constructive towards innovation and organizations include these SDG’s 1. Andrews, R. (2010) ‘New public
research and adoption of new tools & neither in their planning process, i.e. management and the search for
techniques.Some common issues PC-Inor conduct any research based efficiency’. in Christensen and
during upgradation of public sector on these SDG’s. Laegrid P. (eds.), Ashgate
organizations are below: Therefore, a coherent approach is Research Companion to the New
• Key management of public-sector essential to achieve these SDG’s Public ManagementAshgate
organizations constantly shows through an effective performance Press: Aldershot.
hesitation to acknowledge the management system.Where targets of 2. Andrews, R., Boyne G.A. and
responsibility for the resources each department/organization or Enticott G. (2006) ‘Performance
management and manipulate the individual/group(s) can be set accu- failure in the public sectorMisfor-
results for their personal objective. rately and measure reliably. This is tune or mismanagement?’, Public
• Persistent tendency to shift their also an opportunity for our public-sec- Management Review, 8(2):
responsibility to superior authori- tor organizations to development com- 273-296.
ties. prehensive approach and set their 3. http://www.un.org.pk/sustaina-
• Management often demonstrate directions towards these SDG’s.This ble-development-goals/
inadequate or poor understanding may enable public sector organiza-
of implementation of systems, tions to research, plan, implement and
analysis and risk management. operate through a focused approach.
• Employee’scapacity, capability Final Words
and reluctance to adopt new tools
& techniques of the modern era.
• “No” to change due to job security
issue.
• Strict & outdated government rules
& regulations.
Pakistan Challenge: Sustain-
able Development Goals
(SDG’s): 2015-2030
Agreed by the 193 Member States of
the UN, the proposed Agenda, entitled
“Transforming Our World: 2030
Agenda for Sustainable Develop-
ment,” consists of a Declaration, 17
Sustainable Development Goals and
169 targets, a section on means of
implementation and renewed global
partnership, and a framework for
review and follow-up .
http://www.un.org.pk/pakistans-chal-
lenges-sustainable-devel -
opment-goals-2015-2030/

09 January-June, 2018