Article2011

FACTORS INFLUENCING THE USE OF PERFORMANCE INFORMATION FOR DECISION MAKING IN AUSTRALIAN STATE AGENCIES

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Public Policy and Administration Research Accounting and Organizational Management Evaluation and Performance Assessment

Abstract

Is the state of a performance measurement system the most important element for promoting the utilization of performance indicators (PIs) in the public sector? Or are there other more influential factors, such as organizational culture, or even individual perceptions on the merit of performance measurement for their agency? Through a survey on a small group of managers specializing in performance measurement in 21 Australian state government agencies, this research examines the relative influence of the following factors on the use of PIs for internal decision making: the agency's performance measurement system, stakeholder support for the agency's performance measurement, organizational culture, the external environment, and individual perceptions on the impact of performance measurement in the agency.

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1993Organizational culture and leadership 1997Organizational Learning: A Theory of Action Perspective 1990The Fifth Discipline 1985Organizational Learning 2003Why Measure Performance? Different Purposes Require Different Measures 1980Strategy, Distinctive Competence, and Organizational Performance 1969Conceptual Models and the Cuban Missile Crisis 1981Assessing Measurement Error in Key Informant Reports: A Methodological Note on Organizational Analysis in Marketing

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2013Internal and external use of performance information in public organizations: results from an international survey 2015Performance Measurement and Management in the Public Sector: Some Lessons from Research Evidence 2013The Other Type of Performance Information: Nonroutine Feedback, Its Relevance and Use 2019The role(s) of accounting and performance measurement systems in contemporary public administration 2014Organizational Culture and the Paradox of Performance Management

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