Kamu Personel Yönetiminde Ölçüt ve Gösterge Odaklı Performans Yönetimi

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

Performance Management Focus on Measurement and Indıcator in Public Personnel Administration

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

___

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