FSD2210 Performance of Municipal Services 2004: Personnel
The dataset is (B) available for research, teaching and study.
Study description in other languages
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- Niiranen, Vuokko (University of Kuopio. Department of Social Policy and Social Psychology)
- Lumijärvi, Ismo (University of Tampere. Department of Management Studies)
- Kiljunen, Pentti (Yhdyskuntatutkimus)
balanced scorecard, committees, decision making, development programmes, elected officials, evaluation, job evaluation, local government, local government policy, municipalities, objectives, performance indicators, personnel, personnel management, public officials, quality control, regional policy, strategies, working conditions
The survey charted the use of the balanced scorecard indicators in measuring the performance of municipal services. The respondents were employees in the local and regional authorities participating in the study. Topics included the activity and state of the work community, performance measures, visions, strategies, aims and personnel management.
Relating to the activity and state of their work community, the respondents were asked to give their opinions on trust, learning and interaction. These features were examined by presenting the respondents with statements covering the atmosphere of their work community, development projects, co-operation, equality, feedback, and the degree of influence they had on various matters related to their jobs.
The use of performance measures was charted by asking the respondents whether achievements were assessed on a regular basis in their work community, and whether they received enough feedback based on these assessments. In relation to the balanced scorecard indicators, the respondents were asked whether they had had enough training on the model, and whether using it had improved performance measures. Further questions covered how the information received from the assessments was being used at that time, how it should be used in the future, whose interests it served at that time, and whose interests it should serve in the future. Some questions pertained to the point of view, from which performance was measured.
The importance of visions and strategies was studied at the work unit, sector, and local/regional authority level. The respondents were also asked how well they knew the visions and strategies at the different levels, how much these visions and strategies influenced their work, and whether they had had enough power in defining the content of these visions and strategies.
Background variables included the respondent's industry of employment, employer type, gender, age, level of education, type of contract (i.e. permanent/temporary), and whether R was in a leadership position. In addition, the time in current employment was surveyed, as well as how long R had been working in current local/regional authority, and whether R possessed the requisite qualifications.
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