The Performance Management Of An Externally Imposed Programme: The Case Of A Governmental Organisation
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Date
2017-08
Authors
Jeyaram, Sangita
Journal Title
Journal ISSN
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Publisher
Universiti Sains Malaysia
Abstract
The main aim of this study is to understand and explain how the AZAM Tani programme was implemented in the case organization, as well as how it was being considered into its performance management system (PMS) given that the organization had been entrusted by the Malaysian government to achieve two different main objectives (i.e. advancing the marketing of agri-food products and improving the living standard of the low income households). Furthermore, the study explains how the externally derived objective vertically coupled among the three hierarchical levels (top, middle, operational level) within the organization, as well as the coupling between the intention and action in relation to the programme. The study employed an interpretative case study method, whereby data were collected through semi-structured interviews with various officers from top, middle and operational levels. Documents were also reviewed to support the generated data from the interviews. The finding of the study is informed by Neo-Institutional Sociology perspective as the theory indicates that an organisation adopts new practices not only due to economic or functional factors, but also because of institutional factors. From the finding, it is revealed that the organisation accepted the programme as a result of coercive pressure from the government. Consequently, the programme was found to be loosely coupled with the organisation’s activities as compromise strategy was employed in the implementation of the programme. The consideration of the programme into the organization’s PMS system was loosely coupled, reflected by its integration in terms of its performance measurement and reporting activities. A further investigation on the implementation of the programme revealed that there are some interdependency between the three hierarchical levels in terms of its performance measures and targets, responsibilities and reporting. However, there were no significant changes to the organisation’s practices thus providing evidence of vertical loose coupling. Horizontal loose coupling was also found as there are poor linkages between the programme’s result orientation, the development of its performance indicators and the usage of its performance information assessment. Since the action of the organisation is limited to the activities of performance measurement and reporting, the implementation of the programme was considered as ceremonial implementation. On overall, the study reveals that the implementation of the programme in the case organization is mainly designed to report on success as the directives, key performance indicators and targets were predetermined and were enforced top down.
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Keywords
Explain how the AZAM Tani programme , was implemented in the case organization