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Title: Het gebruik van prestatie-informatie door managers in de jeugdzorg.
Authors: Boeder, T
Keywords: performance management
youth care
performance information
performance measurement
Issue Date: 30-Apr-2016
Publisher: Open Universiteit Nederland
Abstract: The use of performance information by youth care management Name student: Taco Boeder Faculty: Management Science Date: april 2016 ABSTRACT Purpose: Public bodies in the Netherlands have worked hard over the past few decades setting up and improving internal P&C systems (Aardema, 2007). These systems are also used to generate information on performance. However, t actual use of these data by managers is not self-evident . Research has shown that mere availability of data does not imply that these data are actually used. In view of the developments in the field of youth care, it is relevant to assess if and why performance information is used by youth care management. In practice, the actual use of performance information in order to influence decisions or to improve services is less self-evident and even less well-documented. (Hatry, 2008). Design / methodology / approach: The main question of this survey reads as follows: How is performance information used by youth care managers and what are its effects? Data were collected by way of a multiple case study. In this survey, six providers of youth care services in the province of Gelderland were surveyed by way of an in-depth interview. Findings: The results of the survey largely confirm the picture that existed previously with respect to the limited use of performance information in the field of youth care. Performance information is used for evaluation, control and improvement. To this end, only input and output data are used. However, in the interest of youth care it is also important to assess the actual appropriateness of a treatment. In order to assess the appropriateness, outcome information is needed. This was not found in the cases studied. By an increase in competition with respect to youth care supply and the current liberty of action on the part of municipal authorities with respect to the procurement of youth care it is to be expected that, in future, organizations will make more use of performance information. Research limitations / Implications: The generalizability of case studies is limited, so making a large-scale investigation would be advisable. If any statements are to be made with respect to the effects a longitudinal survey would be a possibility. If statements are to be made with respect to causality, experimental research could be taken into consideration (with pre- and postintervention assessments, procedures, test and control groups). Furthermore, it is clear that youth care organizations currently find themselves in a phase of transition. This means that much time and energy is devoted to the ongoing reorganizations, but also that there is less time available with respect to the use of performance information. Comparative research in a couple of years or in a different domain of the public sector is to be recommended. Finally, on account of the BBV, (Decision, Budgeting and Accountability for Municipalities and Provinces) municipalites are required to social objectives in the program budget with hte inclusion of performance information. Because the municipalities have become youth care's principals, it is interesting to investigate whether municipalities will be asking for (more) performance information from providers of youth care. Originality / value: This survey on the current use of performance data by managers can be used to determine which factors contribute to the use of performance data for the improvement of processes. In his lecture Van Yperen goes further into the matter of the importance of the contribution of performance data concerning quality improvements in the field of care and how this can elicit a utilization of existing knowledge and experience.(lecture by Van Yperen, 2013). Insight into the objectives of the actual use of performance data can be used by youth care managers trying to assess the causes of improvements that fail to materialize. In addition it contributes to the knowledge about how performance information can be used for the improvement of the public sector in general and youth care in particular.
Appears in Collections:MSc Management Science

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