Explaining the status of participation of experts and NGO’s in Iran’s public sector performance management

Document Type : Research Paper


1 Prof., Department of Public Administration, Faculty of Management, University of Tehran, Tehran, Iran.

2 Associate Prof., Department of Islamic Studies and Public Administration, Faculty of Islamic Studies and Management, Imam Sadiq University, Tehran, Iran.

3 Ph.D. Candidate, Department of Public Administration, Faculty of Management, University of Tehran, Tehran, Iran.


Objective: Participative governance takes place in a context surrounded by commonalities, and without consideration, participation will be difficult to reach. The purpose of this study is to investigate the current situation of experts' participation and non-governmental organizations of Iran working on performance management in the public sector.
Methods: The research method is qualitative and the current situation is modeled based on the Glaser approach one of the Grounded theory strategies. In this regard, semi-structured interviews were conducted with 21 evaluators, evaluation managers and experts who participated in the performance management process in public organizations. The data were coded after implementation and modeled based on Glaser's 6Cs coding family.
Results: From the analysis of the interviews, 388 codes, 81 concepts and 24 categories emerged. "Non-participation of experts and NGO’s" was introduced as the core category and the categories of "lack of participation infrastructure", "lack of confidence in effectiveness", "conflict of interests of experts" and "arrogance of bureaucracy" as causes, "structural weakness of participation", "conflict of bureaucrats' interests" and "office latency" as covariance, "roots of non-participation", "political contraction" and "symbol attraction" as context, "lack of expert network development", "complexity of government operations" and "lack of integration in governance" as conditions, "expertise vacuum", "bureaucratic routine", "island attitude to evaluation", "managers' non-accountability" and "lack of social participation" as a contingency, "effectiveness challenge", "the gap between analysts and policymakers", "administrative blindness", "administrative entropy" and "expert incapacity" were introduced as consequences of non-participation of experts and NGO's.
Conclusion: analysing the effective components comprehensively, the current state of experts' participation and non-governmental organizations working on performance management public sector from the perspective of three expert and informed groups, is analysed and presented in the form of an article model. The authors' suggested solutions, based on the counted categories, can pave the way for improving the level of experts' participation and non-governmental organizations working on performance management in the public sector


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