1 / 13

Performance Management

Performance Management. Hazel Qureshi. Performance Management Cycle. Setting Objectives, defining what is needed. Performance Planning. Enabling staff to deliver. Reset objectives. Make changes. Action. Staff and the Organisation. Performance and Development Reviewing.

asher
Download Presentation

Performance Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Performance Management Hazel Qureshi THE UNIVERSITYof York

  2. Performance Management Cycle Setting Objectives, defining what is needed Performance Planning Enabling staff to deliver Reset objectives Make changes Action Staff and the Organisation Performance and Development Reviewing Taking stock of achievements, diagnostics

  3. Performance Management Cycle • A formative rather than summative process • Using routinely collected evidence continuously to assess • how you are doing in relation to objectives • what needs to change to get closer to desired outcomes THE UNIVERSITYof York

  4. Best Value in Local Authorities • Shifting the emphasis from privatisation and Compulsory Competitive Tendering • “Soft” discourses of HRM and TQM • organisational learning and stakeholder dialogue • local determination of best value • Now swamped by 200 centrally required performance indicators ++ THE UNIVERSITYof York

  5. Disillusion ‘Best Value was presented as a potentially enlightened ‘user friendly’ tool……..increasingly it is emerging as yet another in a long line of retrograde managerial techniques’ Maile and Hoggett (2001: 509) THE UNIVERSITYof York

  6. Audit Commission (2002: 23) • "Our study suggests that too many public sector staff do not see how performance measurement relates to their own primary goal to make a positive difference in people's lives.”…… • Most frequent reason for leaving jobs: “the sense of being overwhelmed by bureaucracy, paperwork and targets." THE UNIVERSITYof York

  7. Judgements for star ratings ADULT SERVICES CHILD SERVICES THE UNIVERSITYof York

  8. Arriving at star ratings • Evidence from • inspections and reviews, monitoring and performance indicators • Annual Review Meeting (ARM) with Social Services Inspectors • PLUS 11 “key” performance indicators THE UNIVERSITYof York

  9. Ratings as published THE UNIVERSITYof York

  10. Results • 10 zero stars • 76 one star (55%) • 50 two stars • 8 three stars • “Simplistic”, “out-of-date data”, “relies too heavily on some dubious PIs” THE UNIVERSITYof York

  11. We have to start somewhere? “This pattern - adoption of crude performance measures, followed by protest and pressure to improve the measures, followed by the development of more sophisticated measures - is common wherever performance is measured” (Osborne and Gaebler 1992: 156) THE UNIVERSITYof York

  12. A softer approach • Participatory outcome-focused QPR • First: jointly reached outcome statements • Second: identify current relevant info • PIs, User views, complaints etc • Third: data presented and discussed • Four: decide how well we’re doing and what else do we need to know THE UNIVERSITYof York

  13. Questions • Hard & soft performance management • What works (and how does it work) for whom in what circumstances? • Impacts on behaviour, on organisations, on the achievement of goals, on outcomes for users/citizens • How does scientific “evidence” fit? THE UNIVERSITYof York

More Related