Performance management models in the public sector

Abstract

Actuality. Performance management has brought new dimensions to public management However, the complex dimensions of politics have called for more complex management systems that allow a better consideration of the non-economic dimensions of public institutions. Contemporary public administration forces institutions to increase their operational efficiency as well as satisfy the expectations of stakeholders. For these reasons, various models are implemented, especially those already applied for years in the management of profit-oriented organizations. The models chosen for analysis are applied in public administration, making it possible to measure numerous indicators, both financial and non-financial in nature. Purpose. The main purpose of this article refers to the definition and evaluation of selected models, used to measure the performance of public administration bodies, with emphasis on their application in different perspectives. Methodology. The research method adopted by the author is a conceptual one, reviewing the specialized literature. The research was conducted using Scopus, Springer, WoS, Emerald and EBSCO databases. The elements under analysis were the 3Es (economy, efficiency, effectiveness) and IOO (input, output and result) as well as the model included in the BSC (Balance Scorecard). The research revealed that each of the models has its strengths and limitations. Results and discussion. The research results led to the conclusion that the model that presents the greatest application potential and efficiency in its application in the public sector is the performance measurement model proposed within the BSC; however, some readjustment of the operating conditions of the public administration and the organizational culture within it is still necessary. CZU: 005.332.1:35.07. JEL: M1 Business Administration. DOI: https://doi.org/10.53486/icspm2023.28