Results of the analysis: features of PMSs across DGs
| Goal autonomy | Measurement | Incorporation | Incentives | Use | Rationale for improvements | |
|---|---|---|---|---|---|---|
| Agriculture DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Limited | External/hierarchical, high-powered | Limited, mostly internal reporting | Through external control and incentives. Controlled motivation |
| Mobility and Infrastructure DG | Medium, Lower-level goals and performance measures set by professionals | Hierarchical performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Coherent, comprehensive, consistent | Through external control and incentives. Controlled motivation |
| Production DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Disconnected policy and management cycles | Through external control and incentives. Controlled motivation |
| Labour DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Disconnected policy and management cycles | Through external control and incentives. Controlled motivation |
| Welfare and Health DG | Medium, Lower-level goals and performance measures set by professionals | Hierarchical performance measurement systems | Within different systems, connected for specific management functions | Internal/professional, aimed at norms, values and peer status | Coherent, comprehensive, consistent | Through learning spurred by autonomous motivation |
| Territorial planning and Social housing DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Coherent, comprehensive, consistent | Through learning spurred by autonomous motivation |
| Land use and Civil Protection DG | Low, External tied to political-bureaucratic goals | Administrative data registration, objective, mostly input and process | Limited | External/hierarchical, high-powered | Limited, mostly internal reporting (hierarchy-based) | Through external control and incentives. Controlled motivation |
| Environment and Energy DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Coherent, comprehensive, consistent | Through learning spurred by autonomous motivation |
| Education and Training DG | Low, External tied to political-bureaucratic goals | Administrative data registration, objective, mostly input and process | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Coherent, comprehensive, consistent | Through external control and incentives. Controlled motivation |
| Culture and Research DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Societal use | Through external control and incentives. Controlled motivation |
| Goal autonomy | Measurement | Incorporation | Incentives | Use | Rationale for improvements | |
|---|---|---|---|---|---|---|
| Agriculture DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Limited | External/hierarchical, high-powered | Limited, mostly internal reporting | Through external control and incentives. Controlled motivation |
| Mobility and Infrastructure DG | Medium, Lower-level goals and performance measures set by professionals | Hierarchical performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Coherent, comprehensive, consistent | Through external control and incentives. Controlled motivation |
| Production DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Disconnected policy and management cycles | Through external control and incentives. Controlled motivation |
| Labour DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Disconnected policy and management cycles | Through external control and incentives. Controlled motivation |
| Welfare and Health DG | Medium, Lower-level goals and performance measures set by professionals | Hierarchical performance measurement systems | Within different systems, connected for specific management functions | Internal/professional, aimed at norms, values and peer status | Coherent, comprehensive, consistent | Through learning spurred by autonomous motivation |
| Territorial planning and Social housing DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Coherent, comprehensive, consistent | Through learning spurred by autonomous motivation |
| Land use and Civil Protection DG | Low, External tied to political-bureaucratic goals | Administrative data registration, objective, mostly input and process | Limited | External/hierarchical, high-powered | Limited, mostly internal reporting (hierarchy-based) | Through external control and incentives. Controlled motivation |
| Environment and Energy DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Coherent, comprehensive, consistent | Through learning spurred by autonomous motivation |
| Education and Training DG | Low, External tied to political-bureaucratic goals | Administrative data registration, objective, mostly input and process | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Coherent, comprehensive, consistent | Through external control and incentives. Controlled motivation |
| Culture and Research DG | Low, External tied to political-bureaucratic goals | Specialised performance measurement systems | Within different systems, connected for specific management functions | External/hierarchical, high-powered | Societal use | Through external control and incentives. Controlled motivation |
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