Measurement of Municipal Performance Achievement: A Comparative Study of Three Municipalities
Abstract
This paper examines a model for the measurement of municipal performance achievement in order to understand the relationships among the variables in a model constructed for the measurement of municipal performance achievement in Thailand and to test the developed model with selected municipalities. This study is also aimed at creating an appropriate model for the measurement of municipal performance in Thailand.
The conceptual model was developed based on the criteria of the American Malcolm Baldrige National Quality A ward and tested through statistical analysis.
The results of the overall municipal performance achievement from seven variables, those being leadership of senior executives, strategic planning, local resident focus, information system management, development of official and employee satisfaction, the management process, and municipal results reveal that the performance achievement of the Suphanburi municipality overall is high (79.1 %), that of the Bangbuathong municipality is fairly high (68.6%), and that of the Sena municipality is also fairly high (68.2%). Regarding the leadership of senior executives, the performance achievements of the Suphanbun municipality and the Bangbuathong municipality are high, and that of the Sena municipality is fairly high. With reference to strategic planning, the performance achievements of the Suphanburi municipality is very high, and those of the Bangbuathong and Sena municipalities are high.
Both strategic planning and information system management exert direct influences upon local resident focus, and information system management exerts an indirect influence upon local resident
focus through strategic planning. Local resident focus exerts direct influences upon local resident satisfaction and the leadership of senior executives exerts an indirect influence upon local resident satisfaction through local resident focus. The management process exerts a direct influence over municipal official and employee satisfaction, whereas development of official and employee satisfaction exerts an indirect influence over municipal official and employee satisfaction through the management process.
