What does appropriate performance reporting for political decision makers require? : Empirical evidence from Switzerland
Journal
The international journal of productivity and performance management : IJPPM
ISSN
1741-0401
ISSN-Digital
1758-6658
Type
journal article
Date Issued
2006
Author(s)
Abstract (De)
Purpose
- The purpose of this paper is to focus on the question of what accounts for appropriate performance reports in the context of the new public management (NPM), and how they can deliver the information they need to politicians.
Design/methodology/approach
- The study is based on a survey of members of cantonal and federal members of governments and parliaments, where performance contracting has been introduced; 454 questionnaires answered.
Findings
- The results of the study reflect the distinct roles of the parliament in the performance contracting process. On the content side of the reports, they are expected to contain general as well as detailed information. Outcome rather than output indicators are demanded, especially by parliamentarians. There is, also, a need for "early warning indicators" of long?term threats, and extra?ordinary incidents. Formally, a homogeneous reporting format across government should be realized. Reports are expected to be well visualized and to contain the most relevant indicators. Changes and deviations should be commented on. Reports should be printed, additional electronic publication would be accepted; external revision is considered to be necessary. Regarding time?related aspects, the assumption is confirmed that political decision makers have very little time to deal with the reports. Reporting has to be as up to date as possible. Parliaments demand a one? or two?year rhythm; governments require annual or even semi?annual reports.
Originality/value
- Up to now, public management research has addressed the issue of appropriate performance reporting insufficiently, despite the fact that the central concept of outcomes is a political concept. The research question answered in this paper - what the essential components of appropriate performance reports under NPM conditions, and how should they be characterized in order to give politicians the performance information they need, provides some public management research in a Swiss context.
- The purpose of this paper is to focus on the question of what accounts for appropriate performance reports in the context of the new public management (NPM), and how they can deliver the information they need to politicians.
Design/methodology/approach
- The study is based on a survey of members of cantonal and federal members of governments and parliaments, where performance contracting has been introduced; 454 questionnaires answered.
Findings
- The results of the study reflect the distinct roles of the parliament in the performance contracting process. On the content side of the reports, they are expected to contain general as well as detailed information. Outcome rather than output indicators are demanded, especially by parliamentarians. There is, also, a need for "early warning indicators" of long?term threats, and extra?ordinary incidents. Formally, a homogeneous reporting format across government should be realized. Reports are expected to be well visualized and to contain the most relevant indicators. Changes and deviations should be commented on. Reports should be printed, additional electronic publication would be accepted; external revision is considered to be necessary. Regarding time?related aspects, the assumption is confirmed that political decision makers have very little time to deal with the reports. Reporting has to be as up to date as possible. Parliaments demand a one? or two?year rhythm; governments require annual or even semi?annual reports.
Originality/value
- Up to now, public management research has addressed the issue of appropriate performance reporting insufficiently, despite the fact that the central concept of outcomes is a political concept. The research question answered in this paper - what the essential components of appropriate performance reports under NPM conditions, and how should they be characterized in order to give politicians the performance information they need, provides some public management research in a Swiss context.
Language
German
Keywords
Performance Management
Reporting
HSG Classification
not classified
Refereed
No
Publisher
Emerald
Publisher place
Bingley
Volume
55
Number
6
Start page
480
End page
497
Pages
18
Subject(s)
Division(s)
Eprints ID
38689