Il presente contributo invita ad una riflessione sul modello di valutazione del personale dirigenziale “dal basso verso l’alto” (bottom-up model), che coinvolge nel processo di valutazione delle prestazioni dei dirigenti i loro collaboratori, ossia i dirigenti sott’ordinati se esistenti e il personale di comparto. Il lavoro si sofferma, in particolare, sul processo di progettazione del modello – attraverso l’analisi delle finalità, dell’oggetto e degli strumenti – nel tentativo di colmare una lacuna delle ricerche in materia di misurazione e valutazione delle performance nelle amministrazioni pubbliche.
This paper aims at analysing a model of public sector managers evaluation, according to the bottom-up approach. The bottom-up model emphasizes the contribution that subordinates of the managers – other managers if existing and the not executive personnel – can offer in the evaluation process. Particularly, this paper focuses on the planning process of the bottom-up model – through the analysis of the aims, of the object and of the tools – in attempting to fill a gap in the researches about the measurement and the evaluation of the public administrations performance.
This paper aims at analysing a model of public sector managers evaluation, according to the bottom-up approach. The bottom-up model emphasizes the contribution that subordinates of the managers – other managers if existing and the not executive personnel – can offer in the evaluation process. Particularly, this paper focuses on the planning process of the bottom-up model – through the analysis of the aims, of the object and of the tools – in attempting to fill a gap in the researches about the measurement and the evaluation of the public administrations performance.
