Araştırma Makalesi
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Yıl 2020, Cilt 18, Sayı 35, 161 - 182, 31.01.2020
https://doi.org/10.35408/comuybd.574219

Öz

Kaynakça

  • Ammons N. David ve Roenigk J. Dale, (2015), Performance Management in Local Government: Is Practice Influenced by Doctrine? , Public Performance&Management Review, 38(3), 514-541
  • Arnaboldi Michela, Lapsley Irvine ve Steccolini Ileana, (2015), Performance Management in the Public Sector: The Ultimate Challange, Financial Accountability&Management, 3(1), 1-22
  • Aucoin Peter ve Heintzman Ralph, (2000), The dialectics of accountability for performance in public management reform, International Review of Administrative Sciences, 66, 45-55
  • Bouackert Geert ve Peters B. Guy (2002), Performance Measurement and Management: The Achilles' Heel in Administrative Modernization, Public Performance&Management Review, 25(4), 359-362
  • Budding G. Tjerk, (2004), Accountability, environmental uncertainty and government performance: evidence from Dutch municipalities, Management Accounting Research; 15, 285-304
  • Brown Andrew, (2005), Implementing performance management in England’s primary schools, International Journal of Productivity and Performance Management, 54(5-6), 469-481
  • Cristensen Tom, Jantz Bastian ve Laegrid Per, (2014), Accountability and performance in welfare state administration reform. Comparing Norway and Germany, Stein Rokkan Centre for Social Studies, (Working Paper) 9-2014
  • Chowdhruy Anup ve Shil N. Chandra, (2017), Public Sector Reforms and New Public Management: Exploratory Evidence from Australian Public Sector, Asian Development Policy Review, 5(1), 1-16
  • De Waal A. Andre, (2010), Achieving High Performance in the Public Sector, Public Perfomance&Management Review, 34(1), 83-106
  • Dubnick Melvin, (2005), Accountability and the Promise of Performance: In Search of the Mechanisms, Public Performance&Management Review, 28(3), 376-417
  • Ertaş Handan ve Atalay İlhan, (2016), Yerel Yönetimlerde Performans Yönetimi, Selcuk University Journal of Social and Technical Researches, 12, 70-82
  • Frederickson H. George, (1994), The Seven Principles of Total Quality Politics, Public Administration Times, 17(1), 9-33
  • Fryer Karen, Antony Jiju ve Ogden Susan, (2009), Performance management in the public sector, International Journal of Public Sector Management, 22(6), 478-498 Ghobadian Abby ve Ashworthyn John (1994). Performance Measurement in Local Government-Concept and Practice, International Journal of Operations&Production Management, 14(5), 35-51
  • Greener Ian, (2010), Citizens, users or consumers: the voice of the public and its influence on improving performance, Connecting Knowledge and Performance in Public Services içinde (Eds: Walshe K., Harvey G. ve Jas P.), 55-74
  • Goh C. Swee, Elliot Catherine ve Richards Greg, (2015), Performance management in Canadian public organizations: findings of a multi-case study, International Journal of Porductivity and Performance Management, 64(2), 157-174
  • Halachmi Arie (2002), Performance Measurement, Accountability, and Improved Performance, Public Performance & Management Review, 25(4), 370-374
  • Halachmi Arie, (2005), Performance measurement is only way of managing performance. International Journal of Productivity and Performance Management, 54(7), 502-516
  • Hatry P. Harry, (2014), Transforming Performance Measurement for the 21st Century, Washington, DC: Urban Institute
  • Hazman G. Gülsüm, (2009), Küçük ve Orta Ölçekli Belediyelerde Performansı Etkileyen Unsurların Belirlenmesine Yönelik Bir Araştırma, Çağdaş Yerel Yönetimler, 18(4), 53-66
  • Hildebrand Rich, (2007), Measuring and Managing Performance in Local Governtment: A Literature Review, University of Victoria-School of Public Administration, Local Government Institute Working Paper Series
  • Johnson Age, (2005), What does 25 Years of Experience Tell Us About the State of Performance Measurement in Public Policy and Management, Public Money&Management, 25(1), 9-17
  • Jurnalı Teddy ve Siti-Nabiha A. K. (2015), Performance Management System for Local Government: The Indonesian Experience, Global Business Review, 16(3), 351-363
  • Kloviene Ruta ve Valanciene Loreta, (2013), Performance Measurement Model Formation in Municipalities, Economics and Management, 18(3), 383-393
  • Koyuncu Erhan, (2011), Yerel Yönetimlerde Performans Yönetimi Uygulaması: İngiltere ve Türkiye Örnekleri, Çağdaş Yerel Yönetimler, 20(1), 53-82
  • Lonti Zsuzsanna ve Gregory Robert, (2007), Accountability or countability? Performance measurement in the New Zealand public service, 1992-2002, The Australian Journal of Public Administration, 66(4), 468-484
  • Meier J. Kenneth ve O’Toole Jr. J. Laurence, (2002), Public Management and Organizational Performance: The Effect of Managerial Quality, Journal of Policy Analysis and Management, 21(4), 629-643
  • Milutinovic Slobodan, (2004), Performance Measurement in Serbian Local Government: Future Improvements or Another Urban Government Fiction?, Winds of Societal Change içinde (Eds: Nedovic-Budic Z. ve Tsenkova S.), 181-196, Urbana-Champaign: University of Illinois
  • Mizrahi Sholomo ve Minchuk Yizhaq, (2018), Accountability and performance management: citizens’ willingness to monitor public officials, Public Management Review, https://doi.org/10.1080/14719037.2018.1473478
  • Mol P. Nico ve Kruıjf A. M. Johan, (2004), Performance management in Dutch central government, International Administrative Sciences, 70(1), 33-50
  • NPMAC (National Performance Management Advisory Commission), (2010), A Performance Management Framework for State and Local Government 07/07/2018 tarihinde , www.pmcommission.org
  • Ömürgönülşen Uğur, (2002), Performance Measurement in the Public Sector: Rising Concern, Problems in Practice and Prospects, H.Ü. İİBF Dergisi, 20(1), 99-134
  • Özdemir Murat, (2010), Nitel Veri Analizi: Sosyal Bilimlerde Yöntembilim Sorunsalı Üzerine Bir Çalışma, ESOGÜ Sosyal Bilimler Dergisi, 11(1), 323-343
  • Palmer J. Anna, (1993), Performance measurement in local government, Public Money & Management, 13(4), 31-36
  • Poıster H. Theodore ve Streib Ggregory, (1999), Performance Measurement in Municipal Government: Assessing the State of the Practice, Public Administration Review, 59(4), 325-335
  • Rangone Andrea ve Paolone Francesco, (2017), Managing Local Government Performance in Italy: Issues, Assesment Criteria and Perspectives, International Journal of Advances in Management and Economics, 6(6), 1-11
  • Robinson Mark, (2015), From Old Public Administration to the New Public Service, Singapore: UNDP Global Centre for Public Service Excellence
  • Rowley Jennifer, (2002),Using Case Studies in Research, Management Research News, 25(1), 16-27
  • Scachter L. Hindy, (1995), Reinventing Government or Reinventing Ourselves: Two Models for Improving Government Performance, Public Administration Review, 55(6), 530-537
  • Sevıc Zeljko, (2005), Measuring performance on a local government level in a transitional country: the case of Serbia. International Journal of Public Sector Management. 18(7). 582-603
  • Strauss Anselm ve Corbin Juliet, (1990), Basics of Qualitative Research: Grounded Theory Procedures and Techniques. New Delhi: SAGE
  • Streib D. Gregory ve Poister H. Theodore, (1999), Assessing Validity, Legitimacy, and Functionality of Performance Measurement Systems in Municipal Governments, American Review of Public Administration, 29(2), 107-123
  • Svara H. James, (1985), Dichotomy and Duality: Reconceptualizing the Relationship between Policy and Administration in Council-Manager Cities, Public Administration Review, 45(1), 221-232
  • Talbot Colin, (2010), Performance in Government.Washington: The World Bank
  • Taylor Dennis, Abdul-Hamid Fadzion ve Mohd-Sanusi Zuraidah, (2008), The Factors Impacting Managerial Performance in Local Government Authorities within an Islamic Cultural Setting, Journal of Applied Management Accounting Research, 6(2), 73-90
  • Thuy X. Vu, Darlymple F. John (1999), Performance Measurement in Local Government in Victoria, Victoria: Centre for Management Quality Research at RMIT
  • Vaismoradi Mojtaba, Turunen Hannele ve Bondas Terese, (2013),Content Analysis and thematic analysis: Implications for conducing a qualitative descriptive study, Nursing and Health Sciences, 15(3), 398-405
  • Van Dooren Wouter, Bouckaert Geert ve Halligan John, (2015), Performance Management in the Public Sector, London: Routledge
  • Walker M. Richard ve Boyne A. George, (2006), Public Management Reform and Organizational Performance: An Emprical Asssessment of the U.K. Labour Government’s Public Service Improvement Strategy, Journal of Policy Analysis and Management, 25(2), 371-393
  • Worthington Andrew ve Dollery Brian, (2008), Performance measurement in Australian local government, The ICFAI Journal of Public Administration, 4(2), 7–27
  • Yang Kaifeng ve Hsiah Y. Jun, (2007), Managerial Effectiveness of Government Performance Measurement: Testing a Middle-Range Model, Public Administration Review, 67, 861-879
  • 5018 sayılı Kamu Mali Yönetimi ve Kontrol Kanunu, (2003), 21/12/2003 tarih ve 25326 sayılı Resmi Gazete
  • 5216 sayılı Büyükşehir Belediye Kanunu, (2004), 23/07/2004 tarih ve 25531 sayılı Resmi Gazete
  • 5272 sayılı Belediye Kanunu (2004), 24/12/2004 tarih ve 25680 sayılı Resmi Gazete
  • 5393 sayılı Belediye Kanunu (2005), 13/07/2005 tarih ve 25874 sayılı Resmi Gazete

Kamu Örgütlerinde Yönetici Performansı: Yerel Yönetimler Kapsamında Bir Araştırma

Yıl 2020, Cilt 18, Sayı 35, 161 - 182, 31.01.2020
https://doi.org/10.35408/comuybd.574219

Öz

Çalışma, Yeni Kamu Yönetimi (YKY) anlayışı ile kamu sektörü gündemine daha fazlalıkla girmiş olan çalışan “performansının” mahalli idare yöneticileri örneğinde incelenmesine odaklanmaktadır. Kamu kesimi için performans konusu, özellikle yeni dönemde kamu hizmetlerinin “sahibi” vatandaşlar anlayışının giderek daha fazla olarak kendini göstermesi nedeniyle üzerinde durulmayı hak etmektedir.  Zira vatandaşlar; bir yandan kamusal hizmetlere ilişkin talepleri münasebetiyle kamu örgütlerinin raison d’etre’i (varlık nedeni) olurken, diğer yandan da verdikleri vergiler ile kamu hizmetlerinin finansal zemini oluşturmaları nedeniyle giderek daha fazla olarak bu dönemde kamu kesimini bir bütün olarak sorgulama, denetleme ve izleme arayışına girmişlerdir. Böylece, -özellikle de- bir hesap verebilirlik enstrümanı olarak düşünülebilecek performansın yöneticiler örneğinde incelenmesi, en azından bu açıdan ortaya çıkabilecek eksiklik ve/veya yetersizlikler ile bunlar temelinde kendini gösterecek şikayetlerin giderilmesi noktasında önemli bir işlev üstlenebilecektir.

Mevcut çalışmayla nitelikli performansın belirleyenleri (öncüller, bileşenler, engelleyenler) ile böyle bir performansın sürdürülmesi için gerekenlerin bu çerçevede belirlenmesi amaçlanmaktadır. Nihayet çalışmanın yanıt aradığı sorular; “kamu yöneticilerinin performanslarının belirleyenleri (bileşenleri, engelleyenleri ve öncülleri) nelerdir?” ve -bunların yanıtları kapsamında- “yerel yönetimler örneğinde kamu kesiminde sürdürülebilir nitelikli çalışan (yönetici) performansının üretilebilmesi açısından ne yapılmalıdır?” olarak tasarlanmıştır. Araştırma, nitel araştırma deseniyle gerçekleştirilmiş ve veri toplamak için Kocaeli ilindeki büyükşehir ve ilçe belediyelerinin başkan ve yöneticilerinden 19 kişi ile yüzyüze görüşmeler gerçekleştirilmiştir. Toplanan veri, içerik analizine tabi tutulup yazarlar tarafından kodlanmış ve “normatif, yapısal, kültürel ve kişisel” etmenler olarak dört tema altında nitelikli performansın belirleyenleri tespit edilmiştir. Bunlar aynı zamanda nitelikli performans için odaklanılması gereken merkezi alanları da işaret etmektedir.

Kaynakça

  • Ammons N. David ve Roenigk J. Dale, (2015), Performance Management in Local Government: Is Practice Influenced by Doctrine? , Public Performance&Management Review, 38(3), 514-541
  • Arnaboldi Michela, Lapsley Irvine ve Steccolini Ileana, (2015), Performance Management in the Public Sector: The Ultimate Challange, Financial Accountability&Management, 3(1), 1-22
  • Aucoin Peter ve Heintzman Ralph, (2000), The dialectics of accountability for performance in public management reform, International Review of Administrative Sciences, 66, 45-55
  • Bouackert Geert ve Peters B. Guy (2002), Performance Measurement and Management: The Achilles' Heel in Administrative Modernization, Public Performance&Management Review, 25(4), 359-362
  • Budding G. Tjerk, (2004), Accountability, environmental uncertainty and government performance: evidence from Dutch municipalities, Management Accounting Research; 15, 285-304
  • Brown Andrew, (2005), Implementing performance management in England’s primary schools, International Journal of Productivity and Performance Management, 54(5-6), 469-481
  • Cristensen Tom, Jantz Bastian ve Laegrid Per, (2014), Accountability and performance in welfare state administration reform. Comparing Norway and Germany, Stein Rokkan Centre for Social Studies, (Working Paper) 9-2014
  • Chowdhruy Anup ve Shil N. Chandra, (2017), Public Sector Reforms and New Public Management: Exploratory Evidence from Australian Public Sector, Asian Development Policy Review, 5(1), 1-16
  • De Waal A. Andre, (2010), Achieving High Performance in the Public Sector, Public Perfomance&Management Review, 34(1), 83-106
  • Dubnick Melvin, (2005), Accountability and the Promise of Performance: In Search of the Mechanisms, Public Performance&Management Review, 28(3), 376-417
  • Ertaş Handan ve Atalay İlhan, (2016), Yerel Yönetimlerde Performans Yönetimi, Selcuk University Journal of Social and Technical Researches, 12, 70-82
  • Frederickson H. George, (1994), The Seven Principles of Total Quality Politics, Public Administration Times, 17(1), 9-33
  • Fryer Karen, Antony Jiju ve Ogden Susan, (2009), Performance management in the public sector, International Journal of Public Sector Management, 22(6), 478-498 Ghobadian Abby ve Ashworthyn John (1994). Performance Measurement in Local Government-Concept and Practice, International Journal of Operations&Production Management, 14(5), 35-51
  • Greener Ian, (2010), Citizens, users or consumers: the voice of the public and its influence on improving performance, Connecting Knowledge and Performance in Public Services içinde (Eds: Walshe K., Harvey G. ve Jas P.), 55-74
  • Goh C. Swee, Elliot Catherine ve Richards Greg, (2015), Performance management in Canadian public organizations: findings of a multi-case study, International Journal of Porductivity and Performance Management, 64(2), 157-174
  • Halachmi Arie (2002), Performance Measurement, Accountability, and Improved Performance, Public Performance & Management Review, 25(4), 370-374
  • Halachmi Arie, (2005), Performance measurement is only way of managing performance. International Journal of Productivity and Performance Management, 54(7), 502-516
  • Hatry P. Harry, (2014), Transforming Performance Measurement for the 21st Century, Washington, DC: Urban Institute
  • Hazman G. Gülsüm, (2009), Küçük ve Orta Ölçekli Belediyelerde Performansı Etkileyen Unsurların Belirlenmesine Yönelik Bir Araştırma, Çağdaş Yerel Yönetimler, 18(4), 53-66
  • Hildebrand Rich, (2007), Measuring and Managing Performance in Local Governtment: A Literature Review, University of Victoria-School of Public Administration, Local Government Institute Working Paper Series
  • Johnson Age, (2005), What does 25 Years of Experience Tell Us About the State of Performance Measurement in Public Policy and Management, Public Money&Management, 25(1), 9-17
  • Jurnalı Teddy ve Siti-Nabiha A. K. (2015), Performance Management System for Local Government: The Indonesian Experience, Global Business Review, 16(3), 351-363
  • Kloviene Ruta ve Valanciene Loreta, (2013), Performance Measurement Model Formation in Municipalities, Economics and Management, 18(3), 383-393
  • Koyuncu Erhan, (2011), Yerel Yönetimlerde Performans Yönetimi Uygulaması: İngiltere ve Türkiye Örnekleri, Çağdaş Yerel Yönetimler, 20(1), 53-82
  • Lonti Zsuzsanna ve Gregory Robert, (2007), Accountability or countability? Performance measurement in the New Zealand public service, 1992-2002, The Australian Journal of Public Administration, 66(4), 468-484
  • Meier J. Kenneth ve O’Toole Jr. J. Laurence, (2002), Public Management and Organizational Performance: The Effect of Managerial Quality, Journal of Policy Analysis and Management, 21(4), 629-643
  • Milutinovic Slobodan, (2004), Performance Measurement in Serbian Local Government: Future Improvements or Another Urban Government Fiction?, Winds of Societal Change içinde (Eds: Nedovic-Budic Z. ve Tsenkova S.), 181-196, Urbana-Champaign: University of Illinois
  • Mizrahi Sholomo ve Minchuk Yizhaq, (2018), Accountability and performance management: citizens’ willingness to monitor public officials, Public Management Review, https://doi.org/10.1080/14719037.2018.1473478
  • Mol P. Nico ve Kruıjf A. M. Johan, (2004), Performance management in Dutch central government, International Administrative Sciences, 70(1), 33-50
  • NPMAC (National Performance Management Advisory Commission), (2010), A Performance Management Framework for State and Local Government 07/07/2018 tarihinde , www.pmcommission.org
  • Ömürgönülşen Uğur, (2002), Performance Measurement in the Public Sector: Rising Concern, Problems in Practice and Prospects, H.Ü. İİBF Dergisi, 20(1), 99-134
  • Özdemir Murat, (2010), Nitel Veri Analizi: Sosyal Bilimlerde Yöntembilim Sorunsalı Üzerine Bir Çalışma, ESOGÜ Sosyal Bilimler Dergisi, 11(1), 323-343
  • Palmer J. Anna, (1993), Performance measurement in local government, Public Money & Management, 13(4), 31-36
  • Poıster H. Theodore ve Streib Ggregory, (1999), Performance Measurement in Municipal Government: Assessing the State of the Practice, Public Administration Review, 59(4), 325-335
  • Rangone Andrea ve Paolone Francesco, (2017), Managing Local Government Performance in Italy: Issues, Assesment Criteria and Perspectives, International Journal of Advances in Management and Economics, 6(6), 1-11
  • Robinson Mark, (2015), From Old Public Administration to the New Public Service, Singapore: UNDP Global Centre for Public Service Excellence
  • Rowley Jennifer, (2002),Using Case Studies in Research, Management Research News, 25(1), 16-27
  • Scachter L. Hindy, (1995), Reinventing Government or Reinventing Ourselves: Two Models for Improving Government Performance, Public Administration Review, 55(6), 530-537
  • Sevıc Zeljko, (2005), Measuring performance on a local government level in a transitional country: the case of Serbia. International Journal of Public Sector Management. 18(7). 582-603
  • Strauss Anselm ve Corbin Juliet, (1990), Basics of Qualitative Research: Grounded Theory Procedures and Techniques. New Delhi: SAGE
  • Streib D. Gregory ve Poister H. Theodore, (1999), Assessing Validity, Legitimacy, and Functionality of Performance Measurement Systems in Municipal Governments, American Review of Public Administration, 29(2), 107-123
  • Svara H. James, (1985), Dichotomy and Duality: Reconceptualizing the Relationship between Policy and Administration in Council-Manager Cities, Public Administration Review, 45(1), 221-232
  • Talbot Colin, (2010), Performance in Government.Washington: The World Bank
  • Taylor Dennis, Abdul-Hamid Fadzion ve Mohd-Sanusi Zuraidah, (2008), The Factors Impacting Managerial Performance in Local Government Authorities within an Islamic Cultural Setting, Journal of Applied Management Accounting Research, 6(2), 73-90
  • Thuy X. Vu, Darlymple F. John (1999), Performance Measurement in Local Government in Victoria, Victoria: Centre for Management Quality Research at RMIT
  • Vaismoradi Mojtaba, Turunen Hannele ve Bondas Terese, (2013),Content Analysis and thematic analysis: Implications for conducing a qualitative descriptive study, Nursing and Health Sciences, 15(3), 398-405
  • Van Dooren Wouter, Bouckaert Geert ve Halligan John, (2015), Performance Management in the Public Sector, London: Routledge
  • Walker M. Richard ve Boyne A. George, (2006), Public Management Reform and Organizational Performance: An Emprical Asssessment of the U.K. Labour Government’s Public Service Improvement Strategy, Journal of Policy Analysis and Management, 25(2), 371-393
  • Worthington Andrew ve Dollery Brian, (2008), Performance measurement in Australian local government, The ICFAI Journal of Public Administration, 4(2), 7–27
  • Yang Kaifeng ve Hsiah Y. Jun, (2007), Managerial Effectiveness of Government Performance Measurement: Testing a Middle-Range Model, Public Administration Review, 67, 861-879
  • 5018 sayılı Kamu Mali Yönetimi ve Kontrol Kanunu, (2003), 21/12/2003 tarih ve 25326 sayılı Resmi Gazete
  • 5216 sayılı Büyükşehir Belediye Kanunu, (2004), 23/07/2004 tarih ve 25531 sayılı Resmi Gazete
  • 5272 sayılı Belediye Kanunu (2004), 24/12/2004 tarih ve 25680 sayılı Resmi Gazete
  • 5393 sayılı Belediye Kanunu (2005), 13/07/2005 tarih ve 25874 sayılı Resmi Gazete

Ayrıntılar

Birincil Dil Türkçe
Konular Sosyal
Bölüm Araştırma Makalesi
Yazarlar

Abdullah KIRAY> (Sorumlu Yazar)
ÇANAKKALE ONSEKİZ MART ÜNİVERSİTESİ
0000-0003-1734-8364
Türkiye


Oktay KOÇ>
KOCAELİ ÜNİVERSİTESİ
0000-0002-0612-6929
Türkiye


Ali Erdi KARABALIK Bu kişi benim
DÜZCE ÜNİVERSİTESİ
0000-0002-6211-2724
Türkiye

Yayımlanma Tarihi 31 Ocak 2020
Başvuru Tarihi 9 Haziran 2019
Yayınlandığı Sayı Yıl 2020, Cilt 18, Sayı 35

Kaynak Göster

APA Kıray, A. , Koç, O. & Karabalık, A. E. (2020). Kamu Örgütlerinde Yönetici Performansı: Yerel Yönetimler Kapsamında Bir Araştırma . Yönetim Bilimleri Dergisi , 18 (35) , 161-182 . DOI: 10.35408/comuybd.574219