A Stakeholder Approach to Public Performance Management: Lessons of Taiwan Local Governments
Chin-Chih Chu, Chun-Yuan Wang, and Ming-Feng Kuo*
Abstract
Performance management has become a widely adopted governance tool in the public sector since 1970s. Studies have brought about a broad understanding about performance management in the public sector in the
past three decades; however, little literature has been published on how external factors, such as stakeholders and their influences on performance management. The main question of this study is: how stakeholders in local
governments affect public performance management activities? The meaning of performance management was first reviewed, and its development in the public sector was then discussed. According to the literature, the authors
identified three major activities of performance management -- goal setting, performance measurement, and performance feedback. A mail questionnaire survey was conducted on middle managers of agencies/departments in
Taiwan’s local governments to collect quantitative data. According to the research findings and discussions, some policy recommendations to the practitioners were proposed in the final part of this study.
Keywords: stakeholder, performance management, goal setting, performance measurement, performance feedback, local government
* The author Chu is Associate Professor, Dept. of Police Administration, Central Police University. E-mail: ccc@mail.cpu.edu.tw; Wang is Associate Professor, Dept. of Police Administration, Central Police University. E-mail: g885422@seed.net.tw. Kuo is Ph.D. of Political Science, National Taiwan University, and serving as Executive Secretary in Chinese Assocaition of National Competitiveness; E-mail: mingfeng.kuo@gmail.com.