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  • Influence of organisational factors on the effectiveness of performance management systems in the public sector

    Author(s)
    Teeroovengadum, Viraiyan
    Nunkoo, Robin
    Dulloo, Humaira
    Griffith University Author(s)
    Nunkoo, Robin
    Year published
    2019
    Metadata
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    Abstract
    Purpose: This study analyses the determinants of an effective performance management system (PMS) in the public sector of Mauritius. It develops a theoretical model that has its roots in the resource-based theory and the institutional theory. Design/methodology/approach: The study uses a quantitative approach, making use of a structured questionnaire to collect data from 158 public sector organisations. Both email and postal methods were used for data collection. A hierarchical regression analysis is used to assess the effect of the organisational factors on PMS effectiveness, while controlling for a number of organisational ...
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    Purpose: This study analyses the determinants of an effective performance management system (PMS) in the public sector of Mauritius. It develops a theoretical model that has its roots in the resource-based theory and the institutional theory. Design/methodology/approach: The study uses a quantitative approach, making use of a structured questionnaire to collect data from 158 public sector organisations. Both email and postal methods were used for data collection. A hierarchical regression analysis is used to assess the effect of the organisational factors on PMS effectiveness, while controlling for a number of organisational profile variables. Findings: Results indicate that PMS is only moderately effective. Managers’ involvement, senior management involvement and performance feedback are significant predictors of PMSs effectiveness. Research limitations/implications: Findings of the study may have limited applicability to developed and industrialised countries and even developing countries that have a different public sector culture to that of Mauritius. Practical implications: The findings demonstrate that the effectiveness of PMSs is strongly reliant on the involvement of senior management. Accordingly, public sector managers should ensure that they are fully committed and engaged in performance management tasks. Originality/value: The study contributes to the limited research on the effectiveness of PMSs in developing countries that have a different bureaucratic and performance culture to that of developed nations.
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    Journal Title
    European Business Review
    Volume
    31
    Issue
    3
    DOI
    https://doi.org/10.1108/EBR-01-2018-0003
    Subject
    Business and Management
    Marketing
    Publication URI
    http://hdl.handle.net/10072/385920
    Collection
    • Journal articles

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