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Changing times for charities: performance management in a third sector housing association

Changing times for charities: performance management in a third sector housing association
Changing times for charities: performance management in a third sector housing association
This paper illustrates the progress from the application of a performance measurement system to that of a performance management system within a registered charity operating in the United Kingdom Third Sector. The organization is a housing association and its service users are socially excluded members of society. The balanced scorecard (BSC) was chosen as a catalyst for improving the performance management system between 2004 and 2006. A case study analysis using semi-structured interviews and secondary data sources over a four-year period provides empirical insight into an evolving performance management culture. This research reveals that culture as well as trust and capability building are inextricably linked and govern organizational performance. These elements are also bounded by the ‘steering media’ of the Big Society philosophy currently being rolled out across UK public services which is affecting the general lifeworld of this sector.
1471-9037
1-20
Manville, G.
aa951f4a-a8dc-4579-88e4-28f06d97fe62
Broad, M.J.
81955ffa-a9d3-42cd-99c8-52e06cd67424
Manville, G.
aa951f4a-a8dc-4579-88e4-28f06d97fe62
Broad, M.J.
81955ffa-a9d3-42cd-99c8-52e06cd67424

Manville, G. and Broad, M.J. (2013) Changing times for charities: performance management in a third sector housing association. Public Management Review, 1-20. (doi:10.1080/14719037.2012.761722).

Record type: Article

Abstract

This paper illustrates the progress from the application of a performance measurement system to that of a performance management system within a registered charity operating in the United Kingdom Third Sector. The organization is a housing association and its service users are socially excluded members of society. The balanced scorecard (BSC) was chosen as a catalyst for improving the performance management system between 2004 and 2006. A case study analysis using semi-structured interviews and secondary data sources over a four-year period provides empirical insight into an evolving performance management culture. This research reveals that culture as well as trust and capability building are inextricably linked and govern organizational performance. These elements are also bounded by the ‘steering media’ of the Big Society philosophy currently being rolled out across UK public services which is affecting the general lifeworld of this sector.

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More information

Accepted/In Press date: 2012
Published date: 13 February 2013
Organisations: Strategy, Innovation & Entrepreneurship

Identifiers

Local EPrints ID: 343092
URI: http://eprints.soton.ac.uk/id/eprint/343092
ISSN: 1471-9037
PURE UUID: d6a15346-c5ec-4b53-ae02-7ee558bffc62

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Date deposited: 24 Sep 2012 12:44
Last modified: 14 Mar 2024 11:59

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Contributors

Author: G. Manville
Author: M.J. Broad

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