Page 12 - Journal Layout-Dec 18_Neat

PIPFA Journal Article

Performance management

in public sector organization

by Muhammad Jawwad , FPFA
Introduction: a growing trend that behaviors across by Weber in 1917 and Taylor in 1947.
Performance management conceptu- organization have become more and Control philosophy is putting criss ~
alization had been a long way from more visible in the public sector enter- cross into the assumption, which any
just calculating public sector past prises, focusing on value for the public process can be divided into scientifi-
performance and the value for money in large. The positive outcomes of cally into distinct, quantifiable and
expensed by the public sector organi- such techniques have shown to be of measurable process.
zations is far novel and practical in significant importance especially in Finer (1941) propose the same control
identifying the bottle necks in not the introduction of administrative philosophy as ‘Making the Managers
getting the desired outputs, in terms of reforms in many countries across the Manage’. That approach requires that
performance in services and improv- globe. This has lead for better growth at all levels of managers are provided
ing the potential output of future of an organization, improved process, with consistent and elaborated
performance of enterprises including efficient outcomes, and reduced wast- defined details against all criteria of
the groups by integrating the manage- ages. performance (Behn, 2001). This,
ment mechanisms into the planed Performance Management when applied in the complex setup of
predetermined evaluation exercise. Past to Present… Theoretical a public sector organization will
There is a very positive trend and Framework Defined becomes an effective and interactive
many private sector organizations system with detailed rules, plans,
have been performing value for The performance management of the desired outcome and timelines.
money analysis through using public sector organization now a day Accountability of individuals, manag-
advance techniques of performance has evolved in the era. ers and organization as whole are
management. This trend has also Many theories have evolved in time to required to be accountable for the
been followed now a day by many time to describe the behaviors, public taxes and its utilization in terms
public sector organizations as well. processes, dynamics, motivation, and of outcomes and performance. Chris-
These advanced management tech- Institutional myths in public sectors topher Hood has described his seven
niques which not only includes, devel- organizations with a focus on the doctrines (1991) describing the
oping effective performance measure- public sector organizations in Paki- requirement of future public finance
ment tools and techniques, strategic stan. managers.
decision making, different ways to The initiation of individual perfor-
monitor and reward on achieving mance appraisals, which lies in the 1. Professionals Managing the
desired performance, and there is also control philosophy, which was given Public Sector Organizations
Christopher describes the impor-
tance of the delegation of the
powers to the managers to imple-
ment and lead the organization at
his will, with strong governance &
accountability to achieve the
organization goals. Here he
argued and stressed on the impor-
tance of responsibility and not
utilizing their powers for personal
benefits.
2. Appraisal of Managers
Organization goals and predefined
targets are appraised to measure
the performance of the managers
in their domain of authority and
given powers to achieve the objec-
tive of the organization. The man-
ager is required to be accountable
10 January-June, 2018