Institutionalizing performance management in Asia: looking East or West?

Abstract

Purpose The purpose of this paper is to examine the features and impact of performance management reforms implemented in the bureaucracies of several Asian states. Design/methodology/approach The paper draws on government reports, reports of international bodies, and the data produced for various governance indicators, as well as scholarly analysis of performance management and new public management. Findings After the 1997 Asian financial crisis, many Asian countries, including developed and developing, have introduced a variety of performance management systems into their bureaucracies. This has been encouraged by international agencies as part of their “good governance” agendas. Despite this, the goal of achieving efficient and workable public administration has still not been realized in many cases. Anti‐corruption measures are not effective, and efficiency and service delivery in public organization has not significantly improved. However, political leaders must recognize that the building of rational legal bureaucracy in which patronage influence is reduced, creating networked governance, allowing engagement with civil society, and fostering high employee motivation, are the other prerequisites for achieving efficient and accountable government. Only then will performance management contribute to this aim. Originality/value The value of this paper is to show that within the context of Asian bureaucracies, performance management is not a panacea to guarantee improvements in public administration. Other requirements are necessary, as indicated above, especially the creation of rational legal bureaucracy.

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