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  Mål- og resultatstyring i staten
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 Ophav:
Bjerreskov, Andreas1, Forfatter
Tolstrup, Rasmus Thomas2, Forfatter
Kristiansen, Mads 2, Vejleder
Tilknytninger:
1Det Samfundsvidenskabelige Fakultet, Københavns Universitet, København, Danmark, diskurs:7001              
2Institut for Statskundskab, Det Samfundsvidenskabelige Fakultet, Københavns Universitet, København, Danmark, diskurs:7003              
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Indhold

Ukontrollerede emneord: Mål- og resultatstyring, performance management, staten
 Abstract: Performance management is used throughout the Danish central government. But it varies considerably how the system is implemented in different agencies. In this thesis, we ask: How can we explain and understand the variance across Danish state agencies? The dependent variable of the study is the implementation level of performance management. We identify a specific type of performance management widely used within the Danish central government and promoted by the Ministry of Finance. We then turn to the independent variables by examining 11 different hypotheses drawing on three theoretical perspectives: A structural, a cultural, and a task-specific perspective. The analysis is conducted as a mixed-method-study in two steps. First, we do a cross sectional quantitative study of all 47 state agencies. Then we carry out a nested analysis of two cases and offer a thorough account of how the performance management system is implemented in the two cases. On the basis of the empirical evidence, we conclude that the implementation level of performance management is influenced by five factors: Size, leadership, autonomy, competition and the time used on implementation. Firstly, we find that leadership is the most important factor. If the top-management in an agency dedicates time and effort into the implementation process, it makes a great difference. Since research on leadership is often avoided within the field of public administration, this is an interesting finding that we hope will inspire to further research. Secondly, we find that leaders of large agencies on average dedicate more attention to implementing performance management, and we argue that this is due to a larger need for numbers. Thirdly, the number of years since the agency got its first performance contract plays a role, but only if there has been a continuing development of the concept. Fourthly, we find that autonomy and performance based ex-post control promotes the implementation of performance management. Fifthly, introducing parts of the agency’s tasks on a private sector market plays a role. Together these factors explain more than half of the variation in implementation levels and can work as guidelines for implementation efforts of performance management in the future.
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Speciale final.pdf (Hovedtekst)
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Tilgængelighed:
Offentlig
Mime-type / størrelse:
application/pdf / 3MB
Copyright dato:
2012-08-27
Copyright information:
De fulde rettigheder til dette materiale tilhører forfatteren.
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Basal

Bogmærk denne post: https://diskurs.kb.dk/item/diskurs:31667:2
 Type: Speciale
Alternativ titel: Et mixed-method-studie af 47 danske styrelser
Alternativ titel: Performance Management in Danish Central Government
Alternativ titel: A Mixed-Method Study of 47 Danish State Agencies
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Detaljer

Sprog: Danish - dan
 Datoer: 2012-06-29
 Sider: -
 Publiceringsinfo: København : Københavns Universitet
 Indholdsfortegnelse: KAPITEL 1. INDLEDNING . 6
1.1 PROBLEMSTILLING OG FORSKNINGSSPØRGSMÅL 7
1.2 FORSKNINGSDESIGN 9
1.3 SPECIALETS OPBYGNING . 10
KAPITEL 2. DEN AFHÆNGIGE VARIABEL: MÅL- OG RESULTATSTYRING . 11
2.1 TEORETISK INDKREDSNING . 11
2.2 UDVIKLINGEN I MÅL- OG RESULTATSTYRING – ET IMPLEMENTERINGSPRES 13
2.3 MÅL- OG RESULTATSTYRING I STATEN – EN IDEALTYPE . 15
2.4 OPERATIONALISERING: IMPLEMENTERINGSGRADEN AF MRS 20
KAPITEL 3. FORKLARENDE VARIABLE: TEORI OG HYPOTESER 25
3.1 INSTRUMENTELT PERSPEKTIV 26
3.2 OPGAVESPECIFIKT PERSPEKTIV . 31
3.3 KULTURELT PERSPEKTIV . 35
3.4 OPERATIONALISERING AF DE UAFHÆNGIGE VARIABLE 39
KAPITEL 4. METODE OG ANALYSESTRATEGI . 44
4.1 VIDENSKABSTEORETISK UDGANGSPUNKT . 44
4.2 CASEUDVÆLGELSE . 45
4.3 DATAINDSAMLING OG ANALYSESTRATEGI 46
4.4 VURDERING AF FORSKNINGSKRITERIER . 52
KAPITEL 5. KVANTITATIV ANALYSE 56
5.1 INDEKSKONSTRUKTION 56
5.2 BIVARIATE SAMMENHÆNGE . 61
5.3 TIDSRÆKKEFØLGE . 66
5.4 MULTIVARIATE SAMMENHÆNGE . 68
5.5 DISKUSSION AF ANALYSENS RESULTATER 73
5.6 DELKONKLUSION . 79
KAPITEL 6. KVALITATIV ANALYSE . 81
6.1 CASEUDVÆLGELSE . 82
6.2 DEN AFHÆNGIGE VARIABEL 85
6.3 AUTONOMI . 97
6.4 IMPLEMENTERINGSTID 104
6.5. STØRRELSE OG LEDELSESOPMÆRKSOMHED . 108
6.6 DISKUSSION AF ANALYSENS RESULTATER. 118
6.7 DELKONKLUSION . 127
KAPITEL 7. KONKLUSION 130
KAPITEL 8. PERSPEKTIVERING 134
8.1 ET FLERTYDIGT STYRINGSKONCEPT. 134
8.2 ONE SIZE FITS ALL-LØSNINGER FINDES IKKE 137
8.3 HVOR SKAL VI HEN? . 138
LITTERATURLISTE 140
 Note: -
 Type: Speciale
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