Comparar métodos
Examine os métodos selecionados lado a lado; as linhas que diferem ficam destacadas.
| Public Sector Benchmarking× | Balanced Scorecard for Public Sector× | |
|---|---|---|
| Área | Public Administration | Public Administration |
| Família | Process / pipeline | Process / pipeline |
| Ano de origem≠ | 1989 | 1992 |
| Autor original≠ | Robert C. Camp | Robert S. Kaplan & David P. Norton |
| Tipo≠ | Comparative performance improvement method | Strategic performance management framework |
| Fonte seminal≠ | Camp, R. C. (1989). Benchmarking: The Search for Industry Best Practices That Lead to Superior Performance. Milwaukee: ASQC Quality Press. ISBN: 9780873890588 | Kaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard—Measures That Drive Performance. Harvard Business Review, 70(1), 71–79. link ↗ |
| Outros nomes | Government Benchmarking, Comparative Performance Benchmarking, Best-Practice Benchmarking, Public Service Benchmarking | Public Sector Balanced Scorecard, Government Balanced Scorecard, Public BSC, Strategy-Linked Scorecard |
| Relacionados | 4 | 4 |
| Resumo≠ | Public sector benchmarking is the structured comparison of an organisation's processes, costs and outcomes against those of high-performing peers in order to identify gaps and adopt better practices. Formalised for management by Robert Camp at Xerox in his 1989 book, benchmarking moves from simply ranking who is best to understanding why the best perform well and how their practices can be adapted. In government it spans comparisons across municipalities, agencies, hospitals or schools, and underpins international comparative datasets such as the OECD's Government at a Glance. The aim is learning and improvement, not merely producing a league table. | The Balanced Scorecard is a strategic management framework that translates an organisation's mission and strategy into a coherent set of performance measures spread across multiple perspectives, so that managers see the business from more than the financial angle alone. Introduced by Robert Kaplan and David Norton in their 1992 Harvard Business Review article and expanded in their 1996 book, it was conceived for firms but has been widely adapted to government and non-profit settings. In the public-sector adaptation the perspectives are reordered: the mission and the citizen or stakeholder outcome sit at the top, while financial resources become an enabling constraint rather than the ultimate goal. |
| ScholarGateConjunto de dados ↗ |
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