Since the beginning, I’ve been trying to focus on making performance management practical. I wrote some months ago about the what Fortune magazine called “The World’s Most Modern Management Idea” when companies implemented policies that focused on staff satisfaction, after research linked happy employees to investor profits. This is known as the service value chain and it looks like this:
|Staff Satisfaction||Client Satisfaction||Bottom Line Profit|
Well, it turns out the same is true in the public sector. There is, in fact, a public service value chain, that links engaged employees to better services to improved confidence in the public service, which basically looks like this:
|Staff Satisfaction||Client Satisfaction||Citizen Trust & Confidence in Government|
First hypothesized by Ralph Heintzman and Brian Marson, a number of studies have since confirmed and added to their initial research. Confirmation of this link has obvious implications for Public Service Renewal, and just goes to show how everything in the Management Accountability Framework (MAF) are intrinsically linked.
According to research by the Institute for Citizen-Centric Services (ICCS), these five service drivers account for about 75% of service satisfaction among individuals:
- Courtesy and extra mile, and
So, when designing services, and the performance measurement framework that goes with them, consider and measure these factors. And if you want to improve your client satisfaction scores, keep in mind that increasing engagement amongst your staff is likely to improve services.
For more research on eGovernment (definition) see ICCS’ research repository or the Australian eGov Resource Centre’s repository, which they claim is the best place to find worldwide examples of eGovernment initiatives and research.