Organizational Performance Management for Public and Non-Profit Sectors; A Conceptual Model

In recent two decades، the concept of performance has become the core of public management reform and major goal of it. Now performance management is a shared agenda in the public management literature across the globe. Stakeholders want to know about the results and outcomes of public organizations’ activities and their performance information. Thus this era is named the era of governance by performance management. But the academic literature is far from applying a consistent interpretation on performance meaning and issuing an obvious statement about performance management elements in the public sector and there is no consensus in this area. Notwithstanding many debates، performance management remains something of an enigma and is lacking in a coherent meta-analysis. This article by using a qualitative approach and thematic analysis method focuses on organizational performance management models in the public sector and tries to analyze and classify these models and depict themes network in order to reveal patterns embedded in data. Then a typology from different models of performance management in public organizations is formed based on organizing themes and a comprehensive conceptual model is designed. Based on the proposed conceptual model represented in this article، the desired organizational performance management model consists of three dimensions; content (performance dimensions and criteria) context (internal and external performance drivers) and process (performance management and improvement stages). Such a model should be developed in every organization by considering its specific features.