CEO performance evaluation systems: empirical findings from the Italian health service

Adele Caldarelli · Clelia Fiondella · Marco Maffei · Rosanna Spanò · Massimo Aria

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Public Policy and Administration Research Health Services Management and Policy Healthcare Quality and Management

Abstract

This paper examines the way that the performance of chief executive officers of Italian healthcare organizations is evaluated. The aim is to analyse the extent of the use of New Public Management techniques in the highly regionalized and political Italian healthcare sector. A positive association was found between formal CEO performance evaluation systems and the quality of regional governance. There was no significant relationship between formal CEO performance evaluation and the duration of CEO tenure.

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References

1991Multitask Principal–Agent Analyses: Incentive Contracts, Asset Ownership, and Job Design 1999Exploring the reliability of social and environmental disclosures content analysis 1995On the unintended consequences of publishing performance data in the public sector 1989The Decoupling of CEO Pay and Performance: An Agency Theory Perspective 1996CEO compensation: The role of individual performance evaluation 2000The chairman’s statement ‐ A content analysis of discretionary narrative disclosures 1991CEO TENURE AS A DETERMINANT OF CEO PAY.2008THE NPM AGENDA: BACK TO THE FUTURE

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