There are many arguments and issues of performance management have been prevailed in the public sector last decade. The main focus of these trends is related with the meaning of ‘performance’ in government: how can we define and measure. The basic idea of reform movement is related to reconsider the role of governments and performances. Recent efforts for developing sustainable methods for performance management aim to make institutional grounds of implementation. Balanced Scorecard, hereafter is regarded as most up-to-date management system for performance management and it is widely accepted as common tool for managing performance in the private and public sector. This study analyses the recent trends of BSC in the public sector and reviews the pros and cons of its processes and suggests some practical guides and recommendations for successful implementation.
In this study we examined recent cases of BSC in local governments. For detailed information of initiative structures and implementation processes, we performed delphi survey focused on public employee who mainly involved in performance management system and consultant who helped to launch BSC system in local governments. One of major findings of our study is related with institutional isomorphism that we could find early procedure in BSC.
Because each local governments highly indebted by the financial and human resources from central government, BSC was rapidly adapting by local governments with the guidance of central government.
According to the results of delphi survey, the managerial processes in BSC are not so related with the improvement of policy learning procedures in local governments. On the contrary, there are some arguments that BSC is proscribed only for the control and evaluation process in organizations.
This study reveals that there are some considerations for successful implementation of BSC. First, there should be a clear plan for annual performance management. Second, the special branch for performance management is required. Third, The organizational evaluation and feedback process are necessary. Forth, comprehensive performance management system should be regarded. Fifth, the weighting points for goals and indicators in BSC should be decided with regard to internal / external stakeholders.
공공부문에서의 BSC 활용실태분석과 개선방안
서울 : 한국행정연구원
|Series Title; No||KIPA 연구보고서 / 2007-25|
|Subject Country||South Korea(Asia and Pacific)|
|Subject||Government and Law < Public Administration|