This thesis investigates how the Thai public sector, particularly at the provincial level, makes sense of the performance management system (PMS) aimed at driving forward the improvement in public service and enhancing the sustainability of service quality. The study explores the implications of the PMS implementation after the major civil service reform in 2002. The core aspects of this development include the nation-wide implementation of the PMS, the Provincial CEO scheme, as well as the incentive schemes put force to motivate and enhance such development and improvement. Although there is rich literature on performance management, there is limited in the Thai context, particularly at the provincial level. The empirical study relies on a qualitative approach through intensively exploring five provincial case studies. In-depth, semi-structure interviews have been conducted within the provinces, as well as with executives from central agencies, training and development institutes, and key resource persons who are directly involved in the PMS implementation. The data analysis reveals that a strong commitment of the government at policy level brought in support and coordination among central agencies and has altered attention and resources towards the system implementation. Additionally, the PMS implementation together with the promotion of the Provincial CEO scheme has created new challenges for the Provincial Governors and the provincial administration in which there is shown to be a shift from an administrative approach to a more managerial and participative one. The performance agreement (PA) has played a crucial role in improving and evaluating performance, driving public sector development, and linking performance with the monetary incentive schemes. However, the study also finds a limitation of the PA execution in relation to its linkages with incentive distribution to individuals. Furthermore, several incentive schemes are available for different groups of people and cause misunderstanding and demotivating affects which, in turn, has impacts on the PMS as a whole. The findings of this research provide new evidence on the PMS implications at the provincial level in the Thai public sector in which political policies are cascaded down into real practices and execution. Therefore, the result could be considered as extending the knowledge boundary in the context of public management. Crucially, the research highlights significant implications and specified factors enabling and inhibiting success in the PMS implementation.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:634795 |
| Date | January 2010 |
| Creators | Sathornkich, Nicha |
| Contributors | Eldridge, Derek; Mccourt, William |
| Publisher | University of Manchester |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | https://www.research.manchester.ac.uk/portal/en/theses/development-and-implementation-of-a-performance-management-system-that-efficiently-and-effectively-drive-thai-public-sector-development(f0672dc7-2d76-4fd0-8c60-cc5bb6c6ce6d).html |
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