City University of Hong Kong. Information on a Course

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1 City University of Hong Kong Information on a Course offered by Department of Public Policy with effect from Semester A in 2013/2014 Part I Course Title : Managing Performance in Public Organizations Course Code : POL3311 Course Duration : One Semester Credit Unit : 3 Level : 3 Medium of Instruction: English Prerequisites : (Course Code and Title): Nil Precursors : (Course Code and Title): Nil Equivalent Courses: (Course Code and Title): SA3311 Exclusive Courses: (Course Code and Title): Nil Part II 1. Course Aims The course aims to provide students with the knowledge about managing and evaluating public sector staff performance. To apply the techniques and models in doing performance management and critically evaluating the process of performance management in the public sector, students should outline the development of models in performance management and their application in the modern public sector. To implement an in-depth review of how to carry out staff quality and performance management, students should identify some of the pitfalls and paradoxes of performance measurement and explore the scope and limitations of the use of performance measures and indicators in the public sector.

2 2. Course Intended Learning Outcomes (CILOs) Upon successful completion of this course, students should be able to: No. CILOs Weighting (if applicable) 1. Develop a critical understanding of the importance of controlling public organizations and of holding them accountable for their performance in achieving public goals and policies. 2. Acquire knowledge about the values, principles and practices, strengths and weaknesses of key methods for managing organizational and individual performance in the public sector. 3. Enhance their understanding of the problems entailed in developing valid and reliable measures of performance and in utilizing performance indicators. 4. Gain a critical understanding of how performance management is undertaken in Hong Kong s civil service and other public organizations. 3. Teaching and Learning Activities (TLAs) (Indicative of likely activities and tasks designed to facilitate students achievement of the CILOs. Final details will be provided to students in their first week of attendance in this course) CILO No. TLAs Hours/week (if applicable) 1,2,3,4 Lectures: outline the basic concepts, theories, models, structure in performance management, staff appraisals, benchmarking and total quality management. 1,2,3,4 Group Presentation and Discussion: students are required to present on an assigned tutorial question. The presentation group should be well prepared to answer questions from fellow classmates and the tutor. 1,2,3,4 Term Paper: writing a group (or individual) paper will enable students to integrate comments and new ideas into the paper after doing the presentation. 1,2,3,4 Critique: to get familiar with another tutorial topic, each student is required to write a short critique paper by selecting one topic from the tutorial topics. 2,4 Readings: actively review the assigned lecture and tutorial readings 2,3,4 Examination: doing the final examination allows students to have an in-depth review of the whole course hours hour 0.5 hour

3 4. Assessment Tasks/Activities (Indicative of likely activities and tasks designed to assess how well the students achieve the CILOs. Final details will be provided to students in their first week of attendance in this course) Students are required to pass BOTH the coursework assessment AND the examination before they can be awarded an overall passing grade of the course. CILOs Type of assessment tasks/activities Weighting (if applicable) 1,2,3,4 Examination to evaluate the analytic ability over a broad range of subject issues in performance management 1,2,3,4 Presentation: to review how well the theories and models are well integrated with local examples 1,2,3,4 Tutorial paper to assess the ability to engage in in-depth and critical analysis of the selected tutorial topic 1,2,3,4 Critique paper to assess the knowledge in getting familiar with another tutorial topic 50% 15% 25% 10% Remarks 5. Grading of Student Achievement: Refer to Grading of Courses in the Academic Regulations. Letter Grade A+ A A- B+ B B- C+ C C- D F Grading criteria in relation to CILOs Demonstrating comprehensive, in-depth and critical understanding of collating relevant materials independently and systematically to tackle the presentation topic; critically apply the theories and models in local case(s), highly effective in conducting class discussion and defending the group s position after presentation, fully integrate the comments and new ideas in the term paper with clear evidence of superior critical analysis and synthesis, and outstanding and proactive participation in the class discussion. Demonstrating good to very good understanding of collating relevant materials independently and systematically to tackle the presentation topic; apply the theories and models in local case(s), effective in conducting class discussion and defending the group s position after presentation, integrate the comments and new ideas in the term paper with clear evidence of superior critical analysis and synthesis, and active participation in the class discussion. Demonstrating basic but not advanced understanding of collating relevant materials independently and systematically to tackle the presentation topic; apply limited theories and models in local case(s), ineffective in conducting class discussion and defending the group s position after presentation, integrate few comments and new ideas in the term paper with few evidence of superior critical analysis and synthesis, and average participation in the class discussion. Partial but very inadequate understanding of collating relevant materials independently and systematically to tackle the presentation topic; apply very few theories and models in local case(s), hardly conducting class discussion and defending the group s position after presentation, integrate very few comments and new ideas in the term paper with clear evidence of superior critical analysis and synthesis, and passive participation in the class discussion. Failure to demonstrate understanding of collating relevant materials independently and systematically to tackle the presentation topic; apply no theories and models in local case(s), cannot conducting class discussion and defending the group s position after presentation, integrate no comments and new ideas in the term paper with clear evidence of superior critical analysis and synthesis, and no participation in the class discussion.

4 Part III Keyword Syllabus Performance management, evaluation and audit. Accountability and control. Quantitative and qualitative measures of performance. Managing and measuring inputs, outputs, processes and outcomes. Managing organizational efficiency, effectiveness, efficacy, economy, and equity. Performance management techniques: benchmarking, best practice and standard setting, best value appraisal and market-testing, performance appraisal. Tools for quality management. Hong Kong s Target Based Management and Enhanced Productivity Programmes. Citizen and customer focused performance management strategies. The UK s Citizen s Charter. Hong Kong s Performance Pledges. Canada s Citizens First Survey. The role of specialist units, e.g. the UK Performance and Innovation Unit, the Audit Commission, the Hong Kong Efficiency Unit. Recommended Reading Abramson, Mark A. and John M. Kamensky (2001) Managing for Results 2002 (Lanham, MA.: Rowman & Littlefield) Bullivant, J R N (ed.) (1994) Benchmarking for Continuous Improvement in the Public Sector. (Harlow Longman Information & Reference). De Bruijn, Hans (2000) Managing Performance in the Public Sector (London: Routledge) Efficiency Unit, Hong Kong SAR Government (2000) Halachmi A. and Bouckaert, G (eds.) (1996) Organizational Performance and Measurement in the Public Sector: Toward Service, Effort and Accomplishment Reporting (Westport, Conn.: Quorum Books). Hatry, Harry P. (1999) Performance Measurement: Getting Results (Washington, D.C.: Urban Institute Press) Holzer, M and Callahan, K (1998) Government at Work: Best Practices and Model Programs. (Thousand Oaks: Sage Publications). Huque, A S, Lee, G O M and Cheung, A B L (1998) The Civil Service in Hong Kong: Continuity and Change (Hong Kong: Hong Kong University Press). Jackson, P and Palmer, B (1989) First Steps in Measuring Performance in the Public Sector: A Management Guide (London: Public Finance Foundation with Price Waterhouse). Jowett, P and Rothwell, M (1988) Performance Indicators in the Public Sector. (London: Macmillan).

5 Kearney, R C and Berman, E M (1999) Public Sector Performance: Management, Motivation, and Measurement (Boulder, Colo.: Westview Press). Kirkpatrick, I and Lucio, M M (eds.) (1995) The Politics of Quality in the Public Sector: The Management of Change (London: Routledge). Mayne, J and Zapico-Goni, E (1997) Monitoring Performance in the Public Sector: Future Directions From International Experience (New Brunswick, N.J.: Transactions). Newcomer, K E (ed.) (1997) Using Performance Measurement to Improve Public and Nonprofit Programs (San Francisco: Jossey-Bass). OECD (1997) Performance Pay Schemes for Public Sector Managers: An Evaluation of the Impacts (Paris: Organisation for Economic Co-operation and Development). Olve, N-G, Roy, J and Wetter, M (1999) Performance Drivers: A Practical Guide to Using the Balanced Scorecard (Chichester; New York: John Wiley & Sons). Popovich, M G (ed.) (1998) Creating High-Performance Government Organizations: A Practical Guide for Public Managers (San Francisco: Jossey-Bass).

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