PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

A global performance index of international humanitarian NGOs. A proposal for a measurement instrument

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
Purpose: The purpose of this article is to propose a Global Performance Index for humanitarian NGOs that operate on a global basis The proposed index also includes a list of indicators for measuring the performance’s effectiveness in the economic, operational, and social areas. Design/methodology/approach: The analysis of existing theoretical concepts of performance measurement contributed to the development of a model of NGO organizational performance and three key elements emerged: 1. operational effectiveness, 2. economic effectiveness, and 3. social effectiveness. Based on the credit scoring method the list of indicators developed a proposal for a Global Performance Index for humanitarian NGOs operating globally. Conclusions: The Global Performance Index, together with a proposal of indicators, allows the measurement of NGO performance. It also takes into account specific aspects of international humanitarian NGOs in areas such as their non-profit purpose, their field of activity (emergency relief and development), and their necessary effectiveness and efficiency to gain legitimacy from public and private donors. Research limitations/conclusions: The limitations of the concept adopted relate to the choice and weighting of measurement criteria. Even if we take into account the actual historical data of the organization, as well as documents specific to the donors or the organizations themselves, there remains a bias of subjectivity that needs to be reduced by specific applications. This would allow testing both the validity of the selected criteria and their relative importance in measuring performance. Such application would benefit from being complemented by analyses of failure situations and stakeholder consultation. Practical implications: This index of NGO performance indicators may become a tool for potential investors or donors who would like to assess the health of such organizations. Originality/value: The methodological approach adopted in the article for assessing the performance of NGOs, the model developed and the list of indicators is novel and may, in further research, form the basis for creating comprehensive performance measurement indices for NGOs.
Rocznik
Tom
Strony
111--124
Opis fizyczny
Bibliogr. 55 poz.
Twórcy
  • Médecins Sans Frontieres (MSF) Luxembourg
  • ESCE International Business School
  • University of Lodz, Department of Marketing
Bibliografia
  • 1. ACF (2018). Rapport d'activités 2018, Action Contre la Faim.
  • 2. ACF (2018). Rapport financier 2018, Action Contre la Faim.
  • 3. ACF (2019). Rapport d'activités 2019, Action Contre la Faim.
  • 4. ACF (2019). Rapport financier 2019, Action Contre la Faim.
  • 5. ACF (2020). Rapport d'activités 2020, Action Contre la Faim.
  • 6. ACF (2020). Rapport financier 2020, Action Contre la Faim.
  • 7. ACF (2021). Rapport d'activités 2021, Action Contre la Faim.
  • 8. ACF (2021). Rapport financier 2022, Action Contre la Faim.
  • 9. Agenda for Humanity (2016). Charter for change initiative. http://agendaforhumanity.org/initiatives/3859.html.
  • 10. Atkinson, A.A., Waterhouse, J.H., Wells, R.B. (1997). A Stakeholder Approach to Strategic Performance Measurement. Sloan Management Review, Spring, pp. 25-37.
  • 11. Balcik, B., Beamon, B., Krejci, C., Muramatsu, K., Ramirez, M. (2010). Coordination in humanitarian relief chains: Practicies, challanges and oportunities. International Journal of Production Economics, 126(1), 22-34.
  • 12. Bourguignon, A. (1995). Peut-on définir la performance ? Revue Franęaise de Comptabilité, no. 269, juillet-aoút, pp. 61-66.
  • 13. Brauman, R. (2003). L'image avant l'action. MCS Info, Mai.
  • 14. Cameron, K. (1978). Measuring Organisational Effectiveness in Institutions of Higher Education. Administrative Science Quarterly, vol. 23, no. 4, Dec., pp. 604-632.
  • 15. Chapter for Change (2019). From commitments to action: Progress report 2018-2019. https://charter4change.org/resources/.
  • 16. Ciucescu, N., Feraru, A. (2014). The Performance of Non-Govermental Organizations. Studies and Scientific research economics edition, pp. 116-121.
  • 17. Ditcher, T.W. (1999). Globalization and Its Effects on NGOs: Efflorescence or a Blurring of Roles and Relevance? Nonprofit and Voluntary Sector Quarterly, Vol. 28; no. 4, pp. 38-58.
  • 18. Drucker, P. (1990). Managing the Non-Profit Organization: practices and principles. New York: Harper Collins.
  • 19. Dube, N., Van der Vaart, T., Teunter, R.H., Van Wassenhove, L.N. (2016). Host government impact on the logistics performance of international humanitarian organisations. Journal of Operations Management, 44-57.
  • 20. Edwards, M. Hulme, D. (1995). Non-governmental organisations. Performance and Accountability. Beyond the magic bullet. London: Earthscan Publications.
  • 21. Elhamma, A. (2009). La gestion du risque crédit par la méthode du scoring: cas de la Banque Populaire de Rabat-Kénitra. REMAREM, 291.
  • 22. Fensterstock, A. (2003). Credit Scoring Basics. Business Credit, 105, 3, p. 10.
  • 23. Freyss, J. (2004). La solidarité internationale, une profession? Revue Tiers-Monde, vol. XLV, no. 180, pp. 735-772.
  • 24. Kaplan, R.S., Norton, D.P. (1992). The balanced Scorecard-Measures That Drive Performance. Harvard Business Review, 71, January-February, pp. 71-79.
  • 25. Klase, K.A., Dougherty, M.J. (2008). The impact of performance budgeting on state budget outcomes. Journal of Public Budgeting, Accounting & Financial Management, Fall 2008, 20.3, p. 277.
  • 26. Lewis, D. (2003). Theorizing the Organization and Management of Non-governmental Development Organizations. Towards a composite approach. Public Management Review, Vol. 5, no. 3, pp. 325-344.
  • 27. Lindenberg, M. (2001). Are we the cutting edge or the blunt edge? Improving NGO organisational performance with private and public sector strategic management frameworks. Nonprofit Management & Leadership, vol. 11, no. 3, Spring, pp. 247-270.
  • 28. Lynch, R.L., Cross, K.F. (1991). Measure Up: The Essential Guide to Measuring Business Performance. Oxford: Wiley-Blackwell.
  • 29. Merlot, E., Fenwick, M., De Cieri, H. (2005). Applying a Strategic International Human Resource Management Framework to International Non-Governmental Organisations. Working Paper, 55, August. Monash University.
  • 30. Morin, E.M., Audebrand, L.K. (2003). Organisational performance and meaning of work: Correcting for restricted range. 3rd Conference of the Iberoamerican Academy of Management. Brazil: Sao Paulo.
  • 31. Morin, E.M., Savoie, A., Beaudin, G. (1994). L'efficacité de l'organisation: théories, représentations et mesures. Montréal: Gaetan Morin.
  • 32. MSF (2018). Rapport ďactivités 2018 de Médecins Sans Frontieres, https://www.msf.fr/
  • 33. MSF (2018). Rapport financier Comptes 2018, https://www.msf.fr/
  • 34. MSF (2019). Rapport d'activités 2019 de Médecins Sans Frontieres, https://www.msf.fr/
  • 35. MSF (2019). Rapport financier Comptes 2019, https://www.msf.fr/
  • 36. MSF (2020). Rapport d'activités 2020 de Médecins Sans Frontieres, https://www.msf.fr/
  • 37. MSF (2020). Rapport financier Comptes 2020, https://www.msf.fr/
  • 38. MSF (2021). Rapport d'activités 2021 de Médecins Sans Frontieres, https://www.msf.fr/
  • 39. MSF (2021). Rapport financier Comptes 2021, https://www.msf.fr/
  • 40. OCDE (2005). Déclaration de Paris sur l'efficacité de l'aide au développement. Programme d'action d'Accra (2008).
  • 41. Quéinnec, E., Igalens, J. (2004). Les organisations non gouvernementales et le management. Paris: Ed. Vuibert, Institut Vital Roux.
  • 42. Quinn, R.E., Rohrbaugh, J. (1981). A Competing Values Approach to Organizational Effectiveness. Public Productivity Review, vol. 5, no. 2, pp. 122-140.
  • 43. Rahman, M.-U. (2007). NGO Management and Operation: A South Asian Perspective. Journal of Health Management, Vol. 9, no. 2, pp. 223-236.
  • 44. Ramalingam, B., Mitchell, J. (2008). Counting what counts: performance and effectiveness in the humanitarian sector, Chapter 1. Alnap 8th Review of Humanitarian Action, July.
  • 45. Rhodes, M.L., Keagan, J.F. (2005). Strategic choice in the Non-Profit Sector: Modelling the dimensions of strategy. Irish Journal of Management, 26-1, pp. 122-135.
  • 46. Salem, M., Van Quaquebeke, N., Besiou, M., Meyer, L. (2019). Intergroup leadership: How leaders can enhance performance of humanitarian operations. Production and Operations Management, 28(11), 2877-2897.
  • 47. Salm, J. (1999). Coping with globalisation: a profile of the northern NGO sector. Non Profit and Voluntary Sector Quarterly, vol. 28, no. 4, pp. 87-103.
  • 48. Schiffling, S., Piecyk, M. (2014). Performance measurement in humanitarian logistics: A customer-oriented approach. Journal of Humanitarian Logistics and Supply Chain Management, 4(2), 198-221.
  • 49. Secours Islamique France (2009). 2008 financial report.
  • 50. Secours Islamique France (2009). Rapport d'activités 2008.
  • 51. Sicotte, C., Champagne, F., Contandriopoulos, A.P. (1999). La performance organisationnelle des organismes publics de santé, Ruptures. Revue transdisciplinaire en santé, vol. 6, no. 1, pp. 34-46.
  • 52. Smith, A. (2012). An Inquiry into the Nature and Causes of the Wealth of Nations. Coda Publishing Ltd.
  • 53. Speckbacher, G. (2008). Nonprofits Versus Corporate Governance: An Economic Approach. Nonprofit Management & Leadership, vol. 18, no. 3, Spring, pp. 295-320.
  • 54. Tandon, R. (1995). Board games: governance and accountability in NGO's. In: M. Edwards, D. Hulme, Non-Governmental Organisations. Performance and Accountability. Beyond the Magic Bullet (pp. 41-50). London: Earthscan Publications.
  • 55. Vernimmen, P., Quiry, P., Le Fur, Y. (2011). Finance ďentreprise 2012. 10eme édition, Editions Dalloz-Sirey.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-3752569f-2304-4c3f-aaf7-fb0c994dce05
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.