Planning and performance in public organizations An empirical analysis

The impact of planning on organizational performance in the public sector has been widely debated but has never previously been tested empirically. We develop a statistical model of planning effects that contains five explanatory variables: the extent of organizational analysis, the extent of environmental scanning, the number of precise performance targets, the existence of formal action plans for service improvement and the attitudes of staff involved in the planning process. This model is applied to data obtained from seventy services in Welsh local government. The statistical evidence shows that organizational performance is positively related to favourable attitudes towards planning processes, but negatively related to the number of targets that are set. On balance, the results are consistent with a small positive effect of planning on the performance of public organizations.

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