Public Sector Performance Management PG (12085.1)

Please note these are the 2024 details for this unit
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Public Sector Performance Management PG
Available teaching periods Delivery mode Location
View teaching periods
EFTSL Credit points Faculty
0.125 3 Faculty Of Business, Government & Law
Discipline Study level HECS Bands
Canberra Business School Post Graduate Level Band 4 2021 (Commenced After 1 Jan 2021)
Band 4 2021 (Commenced After 1 Jan Social Work_Exclude 0905)
Band 5 2021 (Commenced Before 1 Jan 2021)
The course discusses the structure and strategies of organisations that should align with each other to ensure effective strategy formulation, strategy implementation and evaluating performance of different divisions/organisational units against its' strategy. It also covers responsibility centres are the organisational units that are allocated resources and assessed with implementing organisational strategy. With specific focus on public sector performance management and measurement, the course covers aspects of performance management, performance measurement of public organisations including strategy implementations. Specifically, why individuals and organizations within public sectors must evaluate and assess performance; the identification, classification, and measurement of different approaches of performance measurement framework; the fundamental principles and frameworks for strategy development and implementation, as well as performance measurement tools will be discussed. The new approaches and techniques used in the public sector performance management process; and how these new techniques in performance measurements and management foster 3 Es (economy, efficiency & effectiveness) will also be covered.

Learning outcomes

Upon successful completion of this unit, students will be able to:
1. Analyse the performance of responsibility centres, organisational performance, analyse individual and team performance, and prepare reports;
2. Discuss various approaches to the performance management and control of organisations;
3. Discuss various approaches to the performance measurement and management of organisations, in particular, for the public sector; and
4. Discuss various contemporary tools for performance of public sector organisations.


Graduate attributes

1. UC graduates are professional - employ up-to-date and relevant knowledge and skills
1. UC graduates are professional - communicate effectively
2. UC graduates are global citizens - think globally about issues in their profession
2. UC graduates are global citizens - adopt an informed and balanced approach across professional and international boundaries


Prerequisites

6253 Management Accounting PG

Corequisites

None.

Incompatible units

None.

Equivalent units

None.

Assumed knowledge

None.
Year Location Teaching period Teaching start date Delivery mode Unit convener
Not available

Required texts

Required text:

Hill, Charles W.L & Schilling, M A, (2024), Strategic Management: Theory & Cases: An Integrated Approach, 14th Edition, Cengage Publisher, The e-book is available in the following link: https://au.cengage.com/c/strategic-management-theory-cases-an-integrated-approach-14e-hill-schilling/9780357716625/.

Recommended book:

Dooren, W.V., Bouckaert, G & Halligan, J (2015), Performance Management in the Public sector, 2nd edition, Routledge, NY, 10016.

Online link: https://www.routledge.com/Performance-Management-in-the-Public-Sector/VanDooren-Bouckaert-Halligan/p/book/9780415738101

Recommended Reading:

Journals are an important source of up-to-date information and reflections on challenges on current performance management literature and public sector performance management practices. The following journal articles are also recommended:

  1.  Cappelli, P and Tavis, A  (2016), The Performance Management Revolution, Harvard Business Review,  https://hbr.org/2016/10/the-performance-management-revolution
  2. Arnold, B. & Paul de Lange (2004), Enron: an examination of agency problems, Critical Perspectives on Accounting, Volume 15, (6–7), August–October: pp. 751-765.
  3. Bauwens, R., Audenaert, M. and Decramer, A. (2024), "Performance management systems, innovative work behavior and the role of transformational leadership: an experimental approach", Journal of Organizational Effectiveness: People and Performance, Vol. 11 No.1, pp. 178-195.
  4.  Broadbent, J & Laughlin, R (2009), Performance management systems: A conceptual model, Management Accounting Research, Vol 20, No 4,pp. 283-295.
  5. Brudan, A. (2010), Rediscovering performance management: systems, learning and integration, Measuring Business Excellence, Vol. 14 No.1, pp. 109-123.
  6.   Ferreira, A &  Otley, D (2009), The design and use of performance management systems: An extended framework for analysis, Management Accounting Research, Vol 20, No 4, pp. 263-282.
  7.   Franco-Santos, M & Otley, D (2018),  Reviewing and Theorizing the Unintended Consequences of Performance Management Systems, International Journal of Management Review, Vol. 20, No 3,pp. 696-730
  8.  Biron, M., Farndale, E., & Paauwe, J. (2011), Performance management effectiveness: lessons from world-leading firms. The International Journal of Human Resource Management, Vol. 22 No 6, pp. 1294–1311.
  9.  Gerrish, E (2016), The Impact of performance management on performance in public organizations: A meta-analysis, Public Administration Review, Vol. 76, No1, January/February, pp. 48-66.
  10. de Waal, A.A. (2003), Behavioral factors important for the successful implementation and use of performance management systems, Management Decision, Vol. 41 No. 8, pp. 688-697.
  11.  Kloot, L & Martin, J (2000), Strategic performance management: A balanced approach to performance management issues in local government, Management Accounting Research, Vol. 11 No 2, pp. 231-251.
  12. Ulrik H, & Simon C. A, (2014), Impact of Performance Management in Public and Private Organizations, Journal of Public Administration Research and Theory, Vol. 24 No 1, pp. 35–58.
  13. Radnor, Z. and McGuire, M. (2004), Performance management in the public sector: fact or fiction?, International Journal of Productivity and Performance Management, Vol. 53 No. 3, pp. 245-260.
  14. Grossi, G., Kallio, K.-M., Sargiacomo, M. and Skoog, M. (2020), Accounting, performance management systems and accountability changes in knowledge-intensive public organizations: A literature review and research agenda", Accounting, Auditing & Accountability Journal, Vol. 33 No. 1, pp. 256-280.
  15. Boland, T. and Fowler, A. (2000), A systems perspective of performance management in public sector organisations", International Journal of Public Sector Management, Vol. 13 No. 5, pp. 417-446
  16. Fryer, K., Antony, J. and Ogden, S. (2009), Performance management in the public sector, International Journal of Public Sector Management, Vol. 22 No. 6, pp. 478-498.
  17. Verbeeten, F.H.M. (2008), Performance management practices in public sector organizations: Impact on performance, Accounting, Auditing & Accountability Journal, Vol. 21 No. 3, pp. 427-454.
  18. Hawke, L. (2012), Australian public sector performance management: success or stagnation?, International Journal of Productivity and Performance Management, Vol. 61 No. 3, pp.310-328.
  19. West, D., & Blackman, D. (2015), Performance management in the public sector. Australian Journal of Public Administration, Vol. 74 No 1, pp.73-81
  20. Baird, K., Schoch, H. & Chen, Q.(J). (2012), Performance management system effectiveness in Australian local government, Pacific Accounting Review, Vol. 24 No. 2, pp.161-185.
  21. James, W. (2009), Rationality, institutionalism and accounting change: Understanding a performance management system within an Australian public sector entity, Journal of Accounting & Organizational Change, Vol. 5 No. 3, pp. 362-389.

 

 

Students must apply academic integrity in their learning and research activities at UC. This includes submitting authentic and original work for assessments and properly acknowledging any sources used.

Academic integrity involves the ethical, honest and responsible use, creation and sharing of information. It is critical to the quality of higher education. Our academic integrity values are honesty, trust, fairness, respect, responsibility and courage.

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UC uses various strategies and systems, including detection software, to identify potential breaches of academic integrity. Suspected breaches may be investigated, and action can be taken when misconduct is found to have occurred.

Information is provided in the Academic Integrity Policy, Academic Integrity Procedure, and University of Canberra (Student Conduct) Rules 2023. For further advice, visit Study Skills.

Participation requirements

It is recommended that students attend all lectures and tutorials. Students must submit all assessments.

Required IT skills

Students need to know how to access the University of Canberra's Learn Online system for journal articles searching and submit different assessments online (canvas site). Students will also be exposed to introductory level of techniques of MS offices and have a basic understanding of MS Word and MS PowerPoint. 

Work placement, internships or practicums

N/A