Paul Neumann
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Sinn für das Gemeinwohl

2018-03 , Meynhardt, Timo , Neumann, Paul , Christandl, Fabian

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Public Value Creation and its Relation to Existing Performance Measures: Evidence from the German Federal Labor Agency

2016-06-03 , Meynhardt, Timo , Neumann, Paul , Bartholomes, Steffen

Public value research was initiated more than 20 years ago (Moore 1995). It resonated around the globe and has been labeled “the next big thing” (Talbot 2008). However, the integration of public value measures into existing schemes of performances measurement (controlling data) is still lacking. This study provides a link between public value data and controlling data. For the first time, this relationship is explored empirically. Based on data from Germany’s Federal Labor Agency (FLA) and interviews with employers in 2012 and 2014, the authors find significant expected and unexpected relationships between public value and controlling data. Expected positive relationships exist between the absolute data on public value and controlling data, an unexpected inverted U-shape relationship manifests itself for the relative change in the controlling data. There is no significant correlation between the public value creation at both points in time. Furthermore, public value assessments seem to predict employers’ attitudes towards the FLA. The article discusses how to further integrate public value data in performance management in the public sector.

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Powered by Society: Public Value mediates the Impact of Transformational Leadership on Work Outcomes

2017-08-07 , Meynhardt, Timo , Neumann, Paul

Our study investigates how an organization’s contribution to society (macro-level) relates to a person’s work outcomes and individual well-being (micro-level). Focusing on the occupational context and using cross sectional data of 1520 respondents we propose the organization’s societal value added in terms of creating public value to be an important mediator for effects of transformational leadership on work engagement, civic virtue, absenteeism, and happiness. We found general support for this both in method bias uncorrected and corrected analysis, suggesting employees to be influenced by the organization’s public value. However, we found no significant relations to absenteeism. Unexpectedly, transformational leadership revealed low positive relationships to work engagement and negative relationships to civic virtue and happiness. The study contributes to further understand the societal dimension of peoples’ workplace experience.

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Public Value Performance: What Does It Mean to Create Value in the Public Sector?

2017 , Meynhardt, Timo , Brieger, Steven A. , Strathoff, Theo Pepe , Anderer, Stefan , Bäro, Anne , Hermann, Carolin , Kollat, Jana , Neumann, Paul , Bartholomes, Steffen , Gomez, Peter , Andessner, René , Greiling, Dorothea , Vogel, Rick

Public administrations are required by law to contribute to society, thus obliged to shape the common good. What value they have to society is uncovered by their public value. This chapter provides an approach to public value management that is relevant for organizations, NGOs, and governmental institutions, in order to systematically investigate their contributions to society. Previous work on public value serves as a good starting point, providing significant public value perspectives. We follow this by a conceptual delineation of the public value concept according to Timo Meynhardt, who roots the notion of value in psychological needs theory and thereby links public value directly to a conditio humana. As cases in point, we identify and discuss two management tools, the Public Value Scorecard (PVSC) and the Public Value Atlas. We conclude with a short reflection on how public value can advance public sector management.

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Public Value Accounting: Objective vs. Subjective Public Value Creation and Their Relationships to Customer Satisfaction.

2017 , Meynhardt, Timo , Neumann, Paul

More than 20 years ago, public value research asked for accounting measures aligned with de facto value creation of public organizations in society (Moore 1995). Public managers need to know where the value they create registers and how to best measure their accomplishments (Moore 1994, 297). However, public value measures have not yet been integrated into existing of performances measurement schemes (controlling data). More objective criteria are generally preferred to subjective measures. We argue that the objective and subjective parts of public value creation are two non-contradictory sides of the same coin of performance and de facto public value creation. Further, we examine differences in the subjective domain between subjective public value creation and customer satisfaction. Based on data from Germany’s Federal Labor Agency (FLA) and survey data with employers in 2012 and 2014, we show positive yet non-straightforward relationships between objective and subjective public value creation. At the agency level, subjective public value creation serves as a better predictor of objective performance than customer satisfaction. However, customer satisfaction is a better predictor of service use at the individual level. The article discusses how to further integrate subjective data in performance management in the public sector.

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