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1. Analysis of the Organizational Performance of a Strategic Defense Company in Brazil: Conceptions from the Perspective of Defense Studies in Europe

Author:
Marcus Vinicius Goncalves da Silva
Publication Date:
04-2025
Content Type:
Journal Article
Journal:
Revista Brasileira de Política Internacional (RBPI)
Institution:
Instituto Brasileiro de Relações Internacionais (IBRI)
Abstract:
This study proposes, based on scientific production carried out in Europe, the adaptation of the Balanced Scorecard (BSC) method by Kaplan and Norton, for the analysis of the performance of Brazilian Strategic Defense Companies (SDC). The investigation is carried out in a comparative way, in two stages. In the first one, a bibliometric research was carried out to identify the characteristics of the European Defense Industrial Base. In the second stage of the research, the BSC-Defense indicators, developed based on the literature found, were empirically analyzed in a Strategic Defense Company in Brazil. The results indicate that the BSC-Defense instrument can serve as a guiding element for Strategic Defense Companies, as it includes an integrated and dynamic set of capabilities, processes and activities related to the strategic performance of the organization.
Topic:
Defense Industry, Performance Evaluation, and Strategic Defense Companies (SDC)
Political Geography:
Europe, Brazil, and South America

2. The Effect of COVID-19 on Firms’ Behaviour: The Case of Japan

Author:
Yuting Chen and Bin Ni
Publication Date:
03-2024
Content Type:
Working Paper
Institution:
Economic Research Institute for ASEAN and East Asia (ERIA)
Abstract:
Since the onset of the coronavirus disease (COVID‐19) pandemic, social distancing practices and government‐mandated lockdowns have become the norm. These have cut off interaction amongst people, firms, and society, triggering an even larger decline in economic activity. In this study, we apply annual Japanese foreign affiliate data to quantify how COVID-19 has affected firms’ behaviour in various aspects. The estimation results show that both the revenue and purchasing behaviour of Japanese foreign affiliates were affected during COVID-19. This negative impact is mainly through the channel of stringent regulations imposed by host countries where affiliates are located. The general result we can derive from these findings is that COVID-19 negatively affects Japanese firms engaged in overseas activities. This leaves us with the question of when external shocks such as COVID-19 stand in the way of firms’ overseas activities, and what role the government should play to achieve a balance between safety and economic revival.
Topic:
Trade, COVID-19, Performance Evaluation, and Firms
Political Geography:
Japan and Asia

3. LEVERAGING EMPLOYEE ENGAGEMENT FOR COMPETITIVE ADVANTAGE: SATISFACTION AND WORK MOTIVATION MANAGEMENT

Author:
Faruk Ahmeti
Publication Date:
07-2023
Content Type:
Journal Article
Journal:
Journal of Liberty and International Affairs
Institution:
Institute for Research and European Studies (IRES)
Abstract:
Companies must continually adapt to technological advancements to gain a competitive edge and enhance performance. Active employee engagement plays a crucial role in achieving and improving performance, necessitating promoting motivation and job satisfaction. This study explores the relationship between motivation, job satisfaction, and employee performance, with employee engagement as a mediator. Specifically, the research focuses on Information Technology (IT) companies in Kosovo and various locations across the European Union involved in different projects. The sample for this study comprises 112 respondents selected through convenient sampling. The research model is analyzed using Partial Least Square (PLS) analysis with SmartPLS 3.0 software. The empirical findings indicate that motivation positively influences employees’ engagement and performance in various IT positions. However, job satisfaction has no direct impact or exerts a relatively low influence. Nonetheless, employee engagement significantly enhances employee performance by mediating the effects of motivation and job satisfaction. The research findings have significant managerial implications, emphasizing the importance of actively promoting motivation, innovation, and job satisfaction to increase employee involvement and achieve desired outcomes.
Topic:
Science and Technology, European Union, Employment, Business, and Performance Evaluation
Political Geography:
Eastern Europe and Kosovo

4. National Science Foundation Technology Innovation Partnership Evaluation

Author:
Barry Bozeman, Nick Hart, Randolph Lyon, Theresa Pardo, and Janet Weiss
Publication Date:
11-2023
Content Type:
Special Report
Institution:
The National Academy of Public Administration (NAPA)
Abstract:
The National Science Foundation (NSF) is an independent federal agency established in 1950 by Congress "to promote the progress of science; to advance the national health, prosperity, and welfare; to secure the national defense." NSF supports research and the fields of fundamental science and engineering, except for medical sciences, and helps the United States drive leading discoveries. In March 2022, NSF established the Directorate for Technology, Innovation, and Partnerships (TIP). TIP was created to focus on significant challenges and opportunities across the entire science and engineering enterprise and to strengthen and scale the critical research that will drive future technologies and solutions. The NSF required an assessment of the organizational and management structure of the NSF's Directorate for Technology, Innovation and Partnerships. The Academy: Evaluated and made recommendations to efficiently and effectively implement the Directorate for Technology, Innovation, and Partnerships; and Evaluated and made recommendations to ensure coordination of the Directorate for Technology, Innovation, and Partnerships with other directorates and offices of the Foundation and other Federal agencies.
Topic:
Government, Science and Technology, Innovation, Management, Performance Evaluation, and Public Administration
Political Geography:
North America and United States of America

5. A Conceptual Framework for Monitoring and Evaluation for Learning and Adaptation (MELA) in NGOs

Author:
James Ward Khakshi
Publication Date:
11-2023
Content Type:
Working Paper
Institution:
BRAC Institute of Governance and Development (BIGD), Brac University
Abstract:
The significance of organizational learning in general and the learning roles of monitoring and evaluation (M&E) in non-government organizations (NGOs) in particular is widely recognized. However, in many instances, the normative frameworks or recommendations tend to be overly theoretical or only partial to their real entirety, which limits their practical applications. This paper aims to contribute with a conceptual framework for monitoring and evaluation for learning and adaptation (MELA) specifically in NGOs. The MELA framework is designed to drive organizational and programmatic improvements by outlining a learning process that encompasses planning, creation, and adaptation based on the learning from M&E activities. The paper introduced the continuum of learning types, the planning process for adaptive management, characteristics of MELA, methodological implications for learning, and programmatic adaptations at operational, tactical, and strategic levels.
Topic:
Development, NGOs, Performance Evaluation, Adaptation, and Monitoring
Political Geography:
Global Focus

6. Performance and Accountability: A Case of Bhutanese Civil Service

Author:
Singay
Publication Date:
03-2022
Content Type:
Journal Article
Journal:
Journal of Bhutan Studies
Institution:
Centre for Bhutan & GNH Studies (CBS)
Abstract:
There has been substantial research undertaken on the performance management system (PMS) and accountability. Despite a recent increase in the literature on PMS and accountability, far less research has been carried out on the impact of the PMS in strengthening accountability in Bhutanese civil service. As a result, critical gaps exist between PMS and actual practice in strengthening the accountability of Bhutanese civil servants in the field. To fill this gap, this study set out to examine the impact of the PMS in strengthening accountability in the Bhutanese civil service. This study uses interviews and content analysis of the annual reports to answer the research questions. Results showed that agencies introduced various systems to strengthen accountability, such as accountability initiatives, performance-based accountability, and effective disciplinary regime. However, interview data indicated that the current PMS failed to strengthen accountability in the Bhutanese civil service. A possible explanation for these results may be the lack of fair and reasonable measurement tools, the priority level of accountability, and supervisor accountability. Policy recommendations for strengthening accountability and suggestions for future research are provided.
Topic:
Accountability, Performance Evaluation, and Civil Services
Political Geography:
South Asia and Bhutan

7. Managing for Motivation as Public Performance Improvement Strategy in Education & Far Beyond

Author:
Dan Honig
Publication Date:
03-2022
Content Type:
Working Paper
Institution:
The John F. Kennedy School of Government at Harvard University
Abstract:
People management has an important role to play in improving public agency performance. This paper argues that a ‘Route Y’ managerial approach focused on supporting the empowered exercise of employee judgment will in many circumstances prove superior to conventional reform approaches steeped in ‘Route X’ monitoring and incentives. Returns to Route Y are greater when employees are or can become more “mission motivated” – that is, aligned with the goals of the agency in the absence of monitoring and extrinsic incentives. Returns to Route Y are also greater when monitoring is incomplete or otherwise likely to unproductively distort effort, thus lowering the returns to using performance-linked rewards and penalties. I argue that education systems are one (but far from the only) setting where Route Y is a lever worth focusing on in efforts to improve public performance in the developed and developing world alike.
Topic:
Development, Education, Public Policy, Performance Evaluation, and Project Management
Political Geography:
Global Focus

8. Debates on Administrative Reform in India: Performance Management

Author:
Aditya Unnikrishnan, Sonakshi Sharma, and Karnamadakala Rahul Sharma
Publication Date:
03-2022
Content Type:
Working Paper
Institution:
Centre for Policy Research, India
Abstract:
In the early nineteenth century, a civil servant employed by the English East India Company had a considerable amount of autonomy. On the one hand, their actions could be questioned at the following levels: regional, provincial, at the Presidency, in London at the Court of Directors, the Board of Control and ultimately at parliament. However, as historians have noted, “given the difficulties of communication and the sheer bulk of information and correspondence which had to pass between India and London, it often took two or three years for matters originating in a district to be commented on in London” (Cohn, 1987, p. 512). In such a scenario, monitoring and measuring the performance of civil servants was particularly challenging. Accounts of civil servants have not yet been analysed to understand on what basis they were picked for promotion by their superiors or the Governor General. This changed postindependence, when clear processes were put in place for measuring performance, and performance appraisals were at the core of this shift. Measuring, reporting, and rewarding performance appropriately are critical for motivating and developing people’s capabilities across organisations and professions. In the public sector, for example, a recent survey of 23,000 civil servants in Africa, Asia, Eastern Europe and Latin America finds that “civil servants are more satisfied, committed and, at times, motivated to serve the public, work hard and perform, where they perceive that performance shapes their pay, promotion and job stability prospects” (Sahling et al., 2018, p. 36). However, measuring and rewarding performance in the public sector can be challenging because government employment often lacks the classic drivers and incentives that foster performance in other organisations. Employees in government and public sector organisations function in the absence of clear profit motives or market competition, which other organisations use to measure and reward performance (Moriarty & Kennedy, 2002). Government employees also have to contend with multiple ‘principals’, such as politicians, bureaucrats and the citizen population, each of whom have differing objectives. Measuring performance and linking it to multiple outcomes in such contexts can be complex (Pollitt, 1986). Finally, most civil service contracts have strong protections against dismissal, which severely limits the incentive tools available to managers in the private and nonprofit sectors (Esteve and Schuster, 2019). The design or assessment of performance appraisal systems in the public sector, therefore, need to consider these boundary conditions seriously. This working paper examines reforms related to the design of performance appraisals in the Indian Civil Services. Within the Indian government and especially senior administrative roles, performance appraisals have served as the primary tool by which employee performance is assessed and rewarded. This system, established in 1985, was meant to assess and rate officers annually against ex ante targets set at the beginning of the year (Surinder Nath Committee, 2002). By linking performance to career advancement, appraisals sought to motivate and incentivise better performance by government employees. Weaknesses in this appraisal process have, however, severely limited its impact on performance, requiring the government to undertake multiple reforms over the years.
Topic:
Reform, Management, Performance Evaluation, Civil Servants, and Administration
Political Geography:
South Asia and India