ŠPALKOVÁ, Dagmar, David ŠPAČEK and Juraj NEMEC. Performance Management and Performance Appraisal: Czech Self- Governments. The NISPAcee Journal of Public Administration and Policy. 2015, vol. 8, No 2, p. 69-88. ISSN 1337-9038. doi:10.1515/nispa-2015-0009.
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Basic information
Original name Performance Management and Performance Appraisal: Czech Self- Governments
Authors ŠPALKOVÁ, Dagmar (203 Czech Republic, guarantor, belonging to the institution), David ŠPAČEK (203 Czech Republic, belonging to the institution) and Juraj NEMEC (703 Slovakia, belonging to the institution).
Edition The NISPAcee Journal of Public Administration and Policy, 2015, 1337-9038.
Other information
Original language English
Type of outcome Article in a journal
Field of Study 50600 5.6 Political science
Country of publisher Slovakia
Confidentiality degree is not subject to a state or trade secret
RIV identification code RIV/00216224:14560/15:00081189
Organization unit Faculty of Economics and Administration
Doi http://dx.doi.org/10.1515/nispa-2015-0009
UT WoS 000369148200003
Keywords in English performance measurement; performance management; performance appraisal
Changed by Changed by: Ing. Dagmar Špalková, Ph.D., učo 8103. Changed: 30. 5. 2017 13:30.
Abstract
reforms motivated by the New Public Management ideology. However, a badly implemented system designed for measuring and managing performance may distort the behaviours of actors. The goal of this paper is to outline the preliminary picture of the current situation of performance management generally and particularly of performance appraisal at the level of the Czech local and regional self-governments. The presented data, despite the fact that our field research covers only a non-representative samples of the “best” self-government bodies, show first that performance and quality management is not a neglected area in the Czech Republic. Its practice is rather decentralized, and the central government focuses on methodical support and coordination rather than on being strict and requiring certain tools to be implemented. The core problems revealed by the interviews are that the implementation of new instruments is usually based on a trial-and-error approach in its beginnings and that the implementation is award- and project-driven. Our preliminary data clearly indicate that the performance-appraisal situation is even more problematic – they indicate that performance-appraisal systems are introduced in only a limited number of self-government authorities. The set of criteria used in the evaluation is problematic, and the objectives of the performance appraisal are unclear for managers. As a general rule, a performance-appraisal system is not directly linked with implemented performance management and especially not with a payment system.
Links
GAP403/12/0366, research and development projectName: Identifikace a evaluace regionálně specifických faktorů úspěšnosti reforem v duchu NPM ? země CEE
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