Journals / Strategic Public Management Journal / 2026 / Cilt: 1 Sayı: 1

Performance Management Focus on Measurement and Indıcator in Public Personnel Administration

Kamu Personel Yönetiminde Ölçüt ve Gösterge Odaklı Performans Yönetimi

Pages
24–39
Publication Date
2015-10-15
🏛️Bibliographic metadata and full text access for this article are provided via DergiPark.
DergiPark Record ↗
✨

AI Summary & Key Takeaways

AI Insight
⚡ TL;DR(Too Long; Didn't Read)

Practices should alsoe xamines.

📌 3 Key Takeaways

🎯
Objective & Hypothesis:Salary of civil servants, promotion, rewards and education decisions, we need to focus on performance measurements and indicators to be done according to clear data.
📊
Key Findings & Data:In this paper, the need can be managed by looking at the performance indicators according to performance measurement of public personnel, aimed to determine the relevance and applicability.
💡
Conclusion & Impact:Practices should alsoe xamines.
🔬Design:Araştırma Makalesi
📍Scope:Comprehensive Sample
⚙️Variables:Performans Yönetimi · Kamu Personel Yönetimi · insan kaynakları yönetimi

Abstract

Salary of civil servants, promotion, rewards and education decisions, we need to focus on performance measurements and indicators to be done according to clear data. In this paper, the need can be managed by looking at the performance indicators according to performance measurement of public personnel, aimed to determine the relevance and applicability. Only personnel evaluations or observations based on more supervisors, based on the positive or negative interactions between hierarchical, or unnecessary formalities can be seento be realistic.In this paper, theoretical knowledge and documents have been examined as a solutiontothis problem. Also, on thesubject of various Public institutions and organizations in different professions (doctors, teachers, engineers, police, etc.) Have been studied for the results of research Public personnel. Thus, a research method that includes both theoretical and some practices have been adopted. Performance of çivil servants should be managed with a focus on the most appropriate performance measures and indicators. Performance management should be clear, giventhe legal andaccountability. To determine the human performances hould be given scientific support to the introduction and implementation efforts. Practices should alsoe xamines.

Özet

Kamu kurum ve kuruluşlarında personelin ücretleme, yükselme, ödülleme ve eğitimine ilişkin

🔖

Cite This Article

Bilgin, K. U. (2015). Performance Management Focus on Measurement and Indıcator in Public Personnel Administration. Strategic Public Management Journal, Cilt: 1 Sayı: 1, 24–39. https://doi.org/10.25069/spmj.289936

📄 Full Text PDF Viewer

📄

PDF görüntüleyici hazırlanıyor...

References (21)

  1. ARMSTRONG, Michael (2006), Performance Management, Kogan Page, London.
  2. BARUTÇUGİL, İ. (2004), Stratejik İnsan Kaynakları Yönetimi, Kariyer yayıncılık, İstanbul.
  3. BİLGİN, K.U. (2004), Kamu Performans Yönetimi, TODAİE, Ankara.
  4. BİLGİN, K.U.(2007), “Performance Management for Public Personnel: Multi-Analysis Approach Toward Personnel”. Public Personnel Management, 36 (2):93-113.
  5. BİLGİN, K.U. (2008), “Kamu Performans Yönetimi:Vali ve Kaymakamların Performans Ölçümü Araştırması”, Amme İdaresi Dergisi, 41 (2):59-80.
  6. BLOEDORN, J.D. (2002), “A Pay forPerformance model, PayingForPeromance”, A Guide, to Compensation Management, Ed.Peter T.C., John Wiley&Sons, Inc., NewYork, p.241-243.
  7. CANMAN, D.(2000), İnsan Kaynakları Yönetimi, Yargı yayını, Ankara.
  8. DEMİR, Nazmiye ve diğer.(1998): İnsan Kaynakları Yönetimi ve Küçük ve Orta Ölçekli İşletmeler,MPM yayını, Ankara.
  9. DRUCKER, Peter F. (1994): Etkin Yöneticilik, (Çev.A.Özden-N.Tunalı), Eti kitapları, İstanbul.
  10. EMERY, Yves (2004), “RewardingCivil Service Performance Through Team Bonuses: Findings, Analaysisand Recommendations”, International Review of Administrative Sciences, SAGE publications, London.
  11. ERGİN, Canan (2002): İnsan Kaynakları Yönetimi-Psikolojik bir Yaklaşım, Academyplus yayınevi, Ankara.
  12. HATRY, H.P.-Wholey,J.S. (1992), “The Case forPerformance Monitoring”, Public Administration Review, V.52, No.6.
  13. İNCİR, Gülten (2000), “ Performansa Dayalı Ücret Sistemi Bir Demotivasyon Aracı mıdır ?”, Anahtar Dergisi, S.5, MPM yayını, Ankara.
  14. KESTANE, Doğan (2003), “Performansa Dayalı Ücret Sistemi ve Kamu Kesiminde Uygulanabilirliği”, Maliye Dergisi, S.142, Ankara.
  15. LOCKWOOD, M. (2003): “Performansa Dayalı Ödül Sistmeleri”, Executive Excellence, S.78.
  16. RISHER, Howard (2002), “Pay-for-Performance: The Keys to Making it Work”, Public Personnel Management, Vol.31, No.3.
  17. SABUNCUOĞLU, Z. (2000), İnsan Kaynakları Yönetimi, Ezgi Kitapevi, Bursa.
  18. STOKER, G. (1999), “Quangos and Local Democracy”, Quangos, Accountability and
  19. Reform, (eds.:M.V.F lindersand M.C.Simith:49), Mc Grawhillcomp., NewYork.
  20. TUTUM, Cahit (1979): Personel Yönetimi, TODAİE yayını, Ankara.
  21. WALKER,J.W. (1980), Human Resource Planning, McGraw-Hill Publishing Comp., NewYork.