Disparate Measures: Public Managers and Performance-Measurement Strategies

Over the past two decades, many studies have investigated the scope and significance of performance measurement in public organizations. Nonetheless, there is more to learn about the challenges facing public managers who want to measure organizational outputs and use the feedback to improve performance. Specifically, managers are often faced with redundant measures of the same output, each of which may be preferred by a different political principal or stakeholder. Furthermore, a manager's choice of measures can have serious consequences for both the estimation of agency problems and the success of programmatic solutions. We test these assertions in an analysis of educational organizations in Texas. We find that managers' assessments of organizational performance and decisions regarding solutions depend on the choice of performance measures.     

Safeguarding adults and mass marketing fraud – Perspectives from the police,trading standards and the voluntary sector

Despite the growing awareness of mass marketing fraud (MMF) in the financial abuse of vulnerable older people, little empirical research has been undertaken in this area. This paper is one of the first to consider the perspectives of a range of professionals who work with victims of mass marketing fraud and financial crime. MMF is a growing threat in the financial abuse of older people, and is increasingly recognised as a concern for professionals involved in supporting and safeguarding vulnerable older people. This paper considers the themes emerging from a small exploratory qualitative study into the perspectives of professionals working to safeguard those at risk of MMF and considers some of the complexities involved in tackling MMF. This involves consideration of the techniques used to groom and lure victims in plausible looking frauds, and the factors that serve to reinforce their sustained involvement in such activity.     

Using the role-play at the lectern: developing “work-ready” and confident professionals

As Waters notes, the role-play is not traditionally used as a teaching technique in law schools. Educators utilise role-play in many disciplines, including health, business, psychology, economics and literature; yet apart from clinical settings or for teaching practical legal skills, the role-play seems to be underutilised in legal education. An empirical study of 67 law students from the University of Western Australia (UWA) Law School set out to investigate the utility of the role-play as a device for instilling confidence in students and assisting them to prepare for professional practice. Although the classroom and class size were large and teaching took place in a lecture theatre, the role-play worked effectively. Students reported greater knowledge, understanding, confidence and skill with conducting themselves in a professional practice context. The study shows the need to embrace the role-play as an experiential learning technique that can work as effectively in an intensive, large-class setting as it does in smaller or clinical classrooms. The study revealed that the role-play technique worked very well and that the role-play is a versatile and very much “alive” pedagogical technique of value to any law school.     

Gender targets and trickle-down effects: Avoiding the ‘decoupling dynamics’ that limit female representation in senior roles

Women constitute the majority of the Australian public sector workforce, but their representation in senior roles is not proportional. Australian public services have gender targets to improve the representation of women in senior roles. Based on previous research, targets are expected to first increase female representation at the target's focal level, such as executive level. Then they should initiate a trickle-down effect (TDE), increasing female representation at the level immediately below the target's focal level, such as the executive feeder level. However, the TDE observed in a state public service decelerated after a gender target was imposed. We identified whether individual departments had a consistent or inconsistent TDE and conducted 13 semi-structured interviews with key stakeholders. Too many service-wide targets with low prioritisation of a gender target, as well as missing and ineffective practices, generated decoupling dynamics. Only departments with gender champions who had visible backing from the Chief Executive were able to keep the gender target coupled with practice to achieve its intended outcomes.

Points for practitioners

• Gender targets in Australian public services may not be achieving intended outcomes due to decoupling—a response to policies in which the policies are ignored and/or ineffective practices are implemented.
• Too many competing targets and limited accountability for achieving a gender target create a potential for decoupling by allowing individuals and groups to ignore or weakly adopt the policy.
• Integrated bundles of top-down (e.g. requiring at least two women on shortlists) and bottom-up practices (e.g. mentoring) can help avoid decoupling by ensuring women are appointed to senior roles and supported to progress through an organisation.
• Chief Executives are key to ensuring a gender target remains coupled with its implementation; Chief Executives must provide visible support to internal champions to make gender targets effective.