Slide 1

Navigating change towards the
contemporary citizen-driven public
organization: the use of the STAIR
performance measurement model

Dr Mary Zeppou (LLB, MA, PhD)

Hellenic Open University
National School of Public Administration – Greece
Institute of Public Administration
International Conference
Riyadh, 1-4 /11/ 2009

Dr Tatiana Sotirakou (BA, MA, PhD)
Hellenic Open University
National Centre of Public Administration - Greece


Slide 2

Signs of dysfunction
• dissatisfied citizens
• low levels of government and public
service performance
• trust decline
• corruption
• political scandals
• black markets
• tax avoidance strategies
• cynicism

2


Slide 3

Citizen-driven culture
Entrepreneur
Efficiency
• Effectiveness
• Quality
• Flexibility
• Accountability
• Responsibility
• Participation
• Adaptability
• Innovation
•

Guardian /Ethical
• Integrity /honesty
• Impartiality
• Meritocracy
• Equity
• Justice/ fairness
• Transparency
/openness
• Collectiveness/
collegiality
• Autonomy
• Trust /respect

3


Slide 4

Research Question
“How

to navigate change
towards a contemporary citizendriven culture”

4


Slide 5

The “STAIR” model as a framework
for managing change

Organizational
Performance

argets

trategy

ssignment

S

T

mlementation

A

esults

I

R

Strategic Management & Measurement

5


Slide 6

Strategic Performance Management and Measurement
System
Strategy-Targets-Assignment

(+)

Εnvironment Analysis
-external audit
-internal audit

Strategic plan:

Implementation

(+)

Results

SWOT

Vision and Mission

Business results
System of Structure and
Processes

Strategies:
(programs)

4

Feed back

5

Action

Goals:
(sub - programs)

Objectives:
(projects)

3

2

1

1

1

2

3

System of
Leadership

΄΄Fit΄΄ Specific Strategy

System of
Human Resource
Management

Citizen satisfaction

Review

3

2

New Action
Targets:

1

Action plan
- level
assigment

2

3

1

2

3

SMART
System of Resource Management
and Infrastructure

H
Employee commitment

H

6
6


Slide 7

Cultural
core
Strategic Performance Management and Measurement System

(+)

Strategy-Targets-Assesment

Εnvironment Analysis :
-external audit
-internal audit

Strategic plan:

Implementation

(+)

Results

SWOT

Vision and Mission

Business results
System of Structure and
Processes

Strategies:
(programs)

4

Feed back

5

Action

Goals:
(sub - programs)

Objectives:
(projects)

3

2

1

1

1

2

3

Model of
Leadership

΄΄Fit΄΄ Specific Strategy

System of
Human
Resource
Management

Customer satisfaction

Review

3

2

New Action
Targets:

1

Action plan
- level
assigment

2

3

1

2

3

SMART
System of Resource Management
and Infrastructure

H
Employee commitment

H

The two cores of the STAIR

7


Slide 8

The use of the STAIR
performance measurement
model
STAIR model:
• an ideal state, a conceptual framework for
testing and evaluating organizational reality
• a framework for identifying the drivers of
change and performance enhancement
8


Slide 9

The drivers of change
Strategic Planning

Developing PIs

Business plan design
Strategy communication
Strategy Assignment
Citizen requirement
Staff needs
Staff participation

Realistic targets
Measurable targets
Specific targets
Time bound targets

Inspirational L/ship
Rule by example
& gain trust
Inspire & motivate staff
Recognize & reward effort
Manage projects
Innovate

Employee
Empowerment
Employee initiation
Employee accountability

Information Mgmt
IT systems development
E-management
Information flow
Ability in BPR/ flexible
work structures

Recognition &
Promotion Values
Active participation
Critical thinking
Self assessment
Flexibility
Adaptability
Creativity-innovation
Self development

Entrepreneurial
Ethical Values

Sustainable
Development
Values

Research investment
Knowledge creation
Need analysis
& Climate of learning
Innovation
Process simplification

Result oriented/
cost conscious
Citizen oriented
Citizen & Stakeholder
Value driven
Engagement
Strategic thinking
Team based structure
Incorporate staff suggestions Participation management
Incorporate citizens view
Measure project results
Analyze & solve problems

9


Slide 10

Conclusions - lessons learned
• Change is not a mechanical process

• Change is a unique organization specific process
• Change occurs on a unit by unit basis
• Change needs a framework like STAIR depicting
an ideal reference map
• Change requires continues evaluation against this
framework


Slide 11

The way forward
• Extensive training in order to develop the
competences extracted from the research
• Change the organization’s appraisal system to
accommodate the two sets of values
(entrepreneurial and ethical) and reward
employees who act and behave accordingly
• Transformational l/ship qualities, e.g. public
leaders at all levels must rule by example,
participation, collaboration, reasoning,
flexibility and transcend their own self-interest
for the sake of the organization or team
activating their higher order needs and moral
values
11


Slide 12

Interviews
• How HR Managers conceptualize change?

Organizational change viewed as a mechanical process of
restructuring departments, rearranging functions and personnel - as a
top-drive technical solution

• What is performance and how is it

measured?

Performance perceived mainly in financial terms.
Organizational performance is measured by providing data on financial
indicators, derived from budget, concerning public spending /
expenditures and resource utilization - in order to win financial
support and increase their legitimacy

• Who makes policy decisions? Diffusion of

power

Politicians make policy decisions which public employees execute
The separation of politics and policies is evident

12