Kamu Performans Yönetiminin Memurlar Tarafından Değerlendirilmesi: Bir Alan Çalışması

Kamu kurum ve kuruluşlarıtarafından yerine getirilen kamu hizmetlerinin etkili ve verimli bir şekilde yerine getirilip getirilmediğinin değerlendirilmesi günümüz yönetim anlayışında önemli bir unsur haline gelmiştir. Bu konuda kamu kurum ve kuruluşlarının en büyük yardımcısıise kamu performans yönetimi alarak karşımıza çıkmaktadır. Kamu performans yönetimi, çalışanlarının performansının sürekli gelişimini hedeflenen ortak amaçlarla birleştirmeyi ve bu amaçlara ulaşmak için gerekli planlama-ölçme-yönlendirme-kontrol işlevlerini, yönetimin diğer işlevleri ile koordineli olarak yürütmeyi öngören bir yönetim biçimidir. Performans yönetimi verimliliğe, etkinliğe ve ekonomik tutumlu olmaya odaklanmışörgüt yönetimi anlayışıolup, tüm bunlara ulaşabilmek için ölçülebilir amaçlar koymayıve bu amaçlara ilişkin olarak da çıktılarısürekli ölçmeyi gerekli kılmaktadır. Bunun birlikte kamu ve özel sektörde performans yönetiminin temel felsefesi aynıolsa da, uygulamada ortaya çıkan kültürel ve politik nedenlerden dolayıfarklılıklar göstermektedir. Bu faklılıkların en önemlisi kamu örgütleri için önceliğin kamu yararıolmasıdır. Bu çalışma, küreselleşme süreci ile birlikte gündeme gelen ve özellikle de özel sektörde çok genişuygulama alanıbulan performans yönetiminin kamu yönetiminde uygulanan şekli olan kamu performans yönetimi konusunda uygulayıcıdurumda olan memurların kamu performans yönetiminin getirdiği ilkeler, ölçütler ve uygulamaya ilişkin görüşlerini ortaya koyup değerlendirmeyi amaçlamaktadır. Çalışma sonucunda elde edilen veriler değerlendirildiğinde kamu performans yönetiminin ortaya koyduğu kavram, ilke ve ölçütler konusunda araştırmaya katılan memurların ve yöneticilerin genel olarak olumlu düşünceler içerisinde oldukları görülmüştür.

Evaluation on the subject: whether fulfilment of public services, which are performed by the public institutions and organizations, is effective and productive or not, has become an important element of the present-day understanding of administration. Public performance management appears to be the greatest instrument for the public institutions and organizations. Public performance management is a form of management, which is targeted to combine the continuous improvement of the performance of employees with the common purposes and to carry out planning-assessment-guidancecontrol functions in coordination with other functions of administration. Performance management is an organisational management mentality, which is focused on productivity, efficiency, and economy thriftiness , and it requires determination of measureable objectives to achieve those targets and also continuously measurement of the outcomes, which are related to those objectives. In addition, although the basic philosophy of performance management is the same for the public and the private sector, some differences occur because of the cultural and political reasons emerging in the implementation stage. Most important one among these differences is priority of public interest for public organizations. Public performance management consists of several stages. The first stage is the performance planning stage. The second stage of the public performance management process is implementation stage. At this stage, production resources are activated according to the goals and criteria of the institution. The third stage of the process of public performance management is performance evaluation. At this stage, it is determine whether the incomes and resources are used in accordance with the performance principles and mentality by the institution. The last and fourth stage of the public performance management process is performance improvement stage. Information obtained through performance measurement and evaluation is used as an indicator and incentive for higher performance. Performance, which should be managed in public institutions and organizations, is collected at three points. The first is institutional performance, the second is unit performance and the third is individual performance. Fluent coordination of these three performances will provide the success of performance management. Public performance measures can be collected under two categories: measures for the institution productivity, efficiency and economy and measures for the target audience transparency, legality and accountability . Fluent implementation of these measures will ensure the success of performance management. This study aims to put forward views of the civil servants, who are in the executer position for public form of performance management that came up with the process of globalization and found wide area of implementation in the private sector, about the principles, measures and implementation brought up by public performance management. When the results obtained in this context are examined it is seen that: although the positive and negative evaluations of the civil servants about the sufficiency of the traditional way of administration have proximate levels, their managers surely see the traditional way of administration insufficient As the employment time of civil servants increases, it is seen that they give more importance to citizen satisfaction. It is seen that participants see quality more important than efficiency about services. It is also seen that some employees see compliance with the legislation more important for success of the institution. This leads us to see that: thought to some extent, the traditional administration approach maintains its importance for civil servants. Transparency measure, legality measure and accountability measure, which are the measures for the target audience, have emerged to be adopted by the participants. Similarly, the measures for the organization effectiveness, efficiency and thriftiness are also adopted by the civil servants. This situation shows that, civil servants have a positive view for the subject that, public agencies and institutions should be transparent in their actions and operations. As the result of the study, it has been seen that civil servants and their managers, who have participated in the field study, have positive thoughts about the concepts, principles and measures put forward by public performance management