Staff Performance Evaluation in Public Organizations

• Author: Drumea, C.
• Position: Department of Finance, Accounting and Economic Theory, Transilvania University of Brasov
• Pages: 133-138

Bulletin of the Transilvania University of Braşov

Series V: Economic Sciences • Vol. 7 (56) No. 2 - 2014

STAFF PERFORMANCE EVALUATION

IN PUBLIC ORGANIZATIONS

Cristina DRUMEA1

Abstract: In public Organizations staff performance i s difficult to measure

in absence of overall quantitative performance i ndicators. There are also the

qualitative indicators that give an ove rview on staff’s motivation, strive,

ability, commitment to values, teamwork. These a spects are even less easy to

illustrate, in private and public sectors equally. In both cases, measuring

staff performance at work, as well as its input on the global performance of

the organization is a difficult task which has in practice different approaches.

Subsequently, this paper is discussing the system indicators and performance

triggers used in International Organizations UN affiliated, in order to adjust

staff classification and benefits to their staff’s performance.

Key words: staff performance, motivation, talent management.

1 Department of Finance, Accounting and Economic Theory, Transilvania University of Braşov.

1. Introduction

How to measure staff performance in

general? There are some con secrated

indicators that assist in quantifying staff

performance (e.g. Productivity – in all forms

of expression, Net Profit/employee, Staff

Fluctuation coefficients and rates etc.), but

they mainly apply to the profit-oriented

organizations, where it is possible to depict

direct effects from the staff’s endeavor (such

as Turnover, Profit, Production).

Or public organizations function on

budgetary sources from public and private

donors, Member States (for International

Organizations) or any other donors that

establish, under the low, such specific

relationships with the public entity. In

using their allotted budgets, a cluster of

rules and regulations apply in order to

insure fair and transparent use of the

(converted) public financial sources. It is

why, in such contexts, performance in

general can be measured mainly through

correctness of disbursing allocated

resources, in line with the established

objectives and, obviously, through

“clients” satisfaction. By clients we

understand the beneficiaries of public

services/goods rendered and society at

large, as well as any

sections/departments/divisions that get

support from another division in the same

or a different public organization. As we

speak about a broad range of intervenient

in the whole process, the performance

measuring falls once a gain under lots of

caveats and it gets difficult to actually have

a good picture of the quality of services

provided by public organizations staff. A

way to however measure the level of

satisfaction from the beneficiaries of

services and work done by empl oyees is

through independent surveys conducted by

specialized agencies and comprises two

distinct approaches: client’s satisfaction