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Bouckaert, G., & Halligan, J. (2008). Comparing Performance across Public Sectors. In W. Van Dooren, & S. Van de Walle (Eds.), Performance Information in the Public Sector: How It Is Used (pp. 72-93). Palgrave Macmillan UK.
https://doi.org/10.1007/978-1-137-10541-7_6

has been cited by the following article:

• TITLE: Effects of Performance Management on Productivity in National Institute for Social Security in Burundi

  AUTHORS: Jerome Ndakanwa, Willy Marcell Ndayitwayeko, Desire Manirakiza, Anaclet Nzohabonayo

  KEYWORDS: Managing Performance, Organizational Management, Performance Appraisal, Performance Feedback

  JOURNAL NAME: Open Journal of Social Sciences, Vol.12 No.7, July 29, 2024

  ABSTRACT: The aim of this research was to assess the effects of performance management and productivity taking National Institute for Social Security (INSS) as a case study in the framework of the national program for administrative reforms implementation supported by United Nations for Development Programme “UNDP” in Burundi. This study used the descriptive correlation with qualitative and quantitative approaches. Stratified sampling technique was used where the respondents were given time to complete the questionnaires. Correlation and regression analysis established the relationship between dependent and independent variables. In regard to targeted objectives the findings reveal that the effect of performance management on productivity has an overall average mean (2.01) which is generally low. The findings showed a positive and significant relationship between performance management and productivity at (r = 0.35) and significant (p = 0.001). Therefore the null hypothesis which stated that there is no significant relationship between the performance management and the productivity is rejected at 5% level of significance.