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2016 | nr 1 (35) | 20--31
Tytuł artykułu

Comparison of Public Value Measurement Frameworks

Treść / Zawartość
Warianty tytułu
Porównanie systemów pomiaru wartości publicznej
Języki publikacji
EN
Abstrakty
Obecnie do najistotniejszych zagadnień należy kwestia odpowiedniej metodologii pomiaru funkcjonowania sektora publicznego, szczególnie w aspekcie świadczenia wysokiej jakości usług dla obywateli w sposób korzystny ekonomicznie. Uznanie tzw. wartości publicznej za kluczowy element pomiaru funkcjonowania umożliwia przedstawienie korzyści szerzej rozumianych efektów działalności administracji. Celem badawczym pracy jest analiza i porównanie systemów pomiaru wartości publicznej. W oparciu o przegląd literatury obejmujący publikacje książkowe i periodyki, a także materiały dostępne w Internecie, przeanalizowano i porównano określone systemy pomiaru wartości publicznej. Porównanie objęło sześć systemów pomiaru wartości publicznej, wywodzących się z koncepcji analizy wartości oraz wartości publicznej, stosowanych w ostatnim dziesięcioleciu przede wszystkim w USA i Wielkiej Brytanii jako element modelu nowego zarządzania publicznego (ang. New Public Management). Pomiar wartości publicznej wkroczył w fazę dojrzałości. Elementy jego ewolucji to sformułowanie koncepcji ogólnej, badanie roli osób zajmujących kierownicze stanowiska publiczne, bardziej szczegółowe procedury uzyskiwania wymiernych rezultatów, wreszcie rozszerzenie zakresu stosowania także na inne formy organizacji. (abstrakt oryginalny)
EN
Fair methodology for public performance measurement is at present one of the most important issues, especially in terms of providing high quality services for citizens in an economic way. Setting Public Value at the front of performance measurement makes it possible to present the benefits of more broadly defined effects of administration activities. The research objective of the paper is to analyse and compare the frameworks for measuring public value. Analysis and comparison were applied to the identified public value measurement frameworks based on the literature review. These frameworks were described on the basis of the literature review, which was conducted using relevant books and journals and supported by materials available on the Internet. Six public value measurement frameworks were compared. They originated from Public Value or Value Analysis, conducted mostly in the last decade in the USA and the United Kingdom, as part of the New Public Management agenda. Measuring public value has entered its maturity phase. It has evolved from a general concept, to explaining the role of public managers, to more specific procedures for establishing countable results and the area of application was extended: from public to all kinds of organisations. (original abstract)
Rocznik
Numer
Strony
20--31
Opis fizyczny
Twórcy
  • Cracow University of Economics
Bibliografia
  • Accenture (2016). Arizona Department of Revenue: Public service value model - Accenture. Retrieved 13 January 2016, from https://www.accenture.com/us-en/success-arizona-department-revenue-publicvalue-model-summary.aspx.
  • Benington, J. (2009). Creating the public in order to create public value? International Journal of Public Administration, 32(3-4), 232-249. http://doi.org/10.1080/01900690902749578.
  • Blaug, R., Horner, L., Lekhi, R., & Kenyon, A. (2006). Public value and local communities. London: The Work Foundation.
  • Bozeman, B. (2002). Public-value failure: When efficient markets may not do. Public Administration Review, 62(2), 145-161. http://doi.org/10.1111/0033-3352.00165.
  • Bracci, E., Deidda Gagliardo, E., & Bigoni, M. (2014). Performance management systems and public value strategy: A case study. In J. Guthrie, G. Marcon, S. Russo, F. Farneti (Eds.), Public value management, measurement and reporting (Vol. 3, pp. 129-157). Bingley, UK: Emerald Group Publishing.
  • Coats, D., & Passmore, E. (2007). Public value: the next steps in public service reform. London: The Work Foundation.
  • Cole, M. I., & Parston, G. (2006). Unlocking public value a new model for achieving high performance in public service organizations. Hoboken, N.J.: John Wiley.
  • Ćwiklicki, M. (2011). Review of frameworks for measuring public value. In R. Oczkowska & B. Mikuła (Eds.), Knowledge-economy-society. Challenges of the contemporary world (pp. 383-396). Cracow: Foundation of the Cracow University of Economics.
  • Dallas, M. (2011a). Innovations in the management of value. Presented at the Government Value Management Conference, SAVE International. Retrieved 13 January 2016, from http://www.value-eng.org/pdf_docs/2011GMConference/Innovations_Management_Value.zip.
  • Dallas, M. (2011b). Management of value. Best management practice. Retrieved 13 January 2016, from https://www.tsoshop.co.uk/gempdf/MoV_Mini_Brochure.pdf.
  • Deidda Gagliardo, E., & Poddighe, F. (2011). The system of creation and measuring of the public local value. Empirical evidence and support for the governance of the territory. In R. Mussari & E. Borgonovi (Eds.), Collaborating and competing for a responsible and fair market. Government, non-profit organizations, foundations, cooperatives, social enterprises. Bologna: Il Mulino.
  • Finnegan, T. (2003). Accenture's public sector value framework. Applications for the revenue industry. Oklahoma City. Retrieved 13 January 2016, from www2.taxadmin.org/fta/meet/03am_pres/finnegan2.pdf.
  • Guarini, E. (2014). Measuring public value in bureaucratic settings: opportunities and constraints. In J. Guthrie, G. Marcon, S. Russo, & F. Farneti (Eds.), Public value management, measurement and reporting (Vol. 3, pp. 301-319). Bingley, UK: Emerald Group Publishing.
  • Hills, D., & Sullivan, F. (2006). Measuring public value 2: Practical approaches. London: The Work Foundation.
  • Jørgensen, T. B., & Bozeman, B. (2007). Public values: An inventory. Administration & Society, 39(3), 354-381. http://doi.org/10.1177/0095399707300703.
  • Kaplan, R. S., & Norton, D. P. (2001). The strategy-focused organization: how balanced scorecard companies thrive in the new business environment. Boston, Mass: Harvard Business School Press.
  • Kelly, G., Mulgan, G., & Muers, S. (2002). Creating public value: an analytical framework for public service reform. the Cabinet Office Strategy Unit, United Kingdom.
  • Meynhardt, T. (2009). Public value inside: what is public value creation? International Journal of Public Administration, 32(3-4), 192-219. http://doi.org/10.1080/01900690902732632.
  • Meynhardt, T. (2015). Public value: turning a conceptual framework into a scorecard. In J. M. Bryson, B. C. Crosby, & L. Bloomberg (Eds.), Public value and public administration. Washington, DC: Georgetown University Press.
  • Moore, M. H. (1995). Creating public value: strategic management in government. Cambridge, Mass.: Harvard University Press.
  • Moore, M. H. (2003). The public value scorecard: a rejoinder and an alternative to 'strategic performance measurement and management in non-profit organizations' by Robert Kaplan (Hauser Center for Nonprofit Organizations Working Paper No. 18). Hauser Center for Nonprofit Organizations.
  • Moore, M. H., & Khagram, S. (2004). On creating public value: what business might learn from government about strategic management (A Working Paper of the: Corporate Social Responsibility Initiative No. 3). Cambridge: John F. Kennedy School of Government, Harvard University. Retrieved 13 January 2016, from http://www.hks.harvard.edu/m-rcbg/CSRI/publications/workingpaper_3_moore_khagram.pdf.
  • O'Flynn, J. (2007). From new public management to public value: paradigmatic change and managerial implications. Australian Journal of Public Administration, 66(3), 353-366. http://doi.org/10.1111/j.1467-8500.2007.00545.x.
  • Parston, G. (2007). Unleashing public-service value through innovation. Outlook, (2).
  • Quinn, R. E., & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: towards a competing values approach to organizational analysis. Management Science, 29(3), 363-377.
  • Spano, A. (2009). Public value creation and management control systems. International Journal of Public Administration, 32(3-4), 328-348. http://doi.org/10.1080/01900690902732848.
  • Spano, A. (2014). How do we measure public value? From theory to practice. In J. Guthrie, G. Marcon, S. Russo, & F. Farneti (Eds.), Public value management, measurement and reporting (Vol. 3, pp. 353-373). Bingley, UK: Emerald Group Publishing.
  • Stoker, G. (2006). Public value management: a new narrative for networked governance? The American Review of Public Administration, 36(1), 41-57. http://doi.org/10.1177/0275074005282583.
  • Talbot, C. (2006). Measuring public value. A competing values approach. London: The Work Foundation.
  • Talbot, C. (2009). Public value - the next 'big thing' in public management? International Journal of Public Administration, 32(3-4), 167-170. http://doi.org/10.1080/01900690902772059.
  • Younger, M. (2004, June). The accenture public sector value model. Conference paper presented at the International Conference on Changes in the structure and organization of social security administration, Cracow, Poland. Retrieved 13 January 2016, from http://www.issa.int/pdf/cracow04/2Annex-Younger.pdf.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171428877

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