An Investigation of the Factors Influencing Organizational Performance Management in the Public Sector with Emphasis on E Governance

Introduction
Achieving organizational goals requires the effective utilization of human resources’ capabilities, along with providing opportunities for talent development and enhancing employee productivity. Organizational performance management is therefore a critical concern for public sector organizations. Within an organization, employees need to clearly understand their roles and positions in order to progress and achieve their professional goals. Such awareness enables them to recognize the strengths and weaknesses of their performance and behavior and to take appropriate actions to improve their effectiveness. In recent years, the expansion of internet connectivity and cloud computing has transformed the way governments interact with citizens and deliver services. These technological developments enable citizens to engage with public institutions through digital environments and benefit from a wider range of services and information. E‑governance has emerged as an approach aimed at increasing transparency, efficiency, and accountability in the public sector while facilitating citizens’ access to governmental services through digital platforms. By leveraging digital technologies, e‑governance reshapes the operations of government institutions and enhances the effectiveness and responsiveness of public administration. The effective use of information and communication technology (ICT) in performance management systems can significantly improve organizational performance in government institutions. Accordingly, the present study aims to examine the factors influencing organizational performance management in the public sector with an emphasis on e‑governance. Specifically, this research seeks to identify and analyze the key factors that affect organizational performance management in government organizations within the framework of e‑governance.
 
Methodology
This study is applied in terms of purpose and follows a descriptive survey design using a quantitative approach. The statistical population consisted of group managers, experts, and development assistants at the Management and Planning Organization, totaling 160 individuals. Based on the Morgan table, a sample of 114 participants was selected using convenience sampling. Data were collected during 2023–2024 through a researcher‑developed questionnaire. Structural equation modeling (SEM) was employed to validate the research model in the quantitative phase using AMOS software. Based on previous studies and the opinions of experts and specialists, the factors affecting performance management (29 factors) were categorized into six components: causal conditions, the central phenomenon, contextual conditions, intervening conditions, strategies, and consequences.
Findings
Based on the theoretical foundations, previous studies, and the opinions of relevant experts and specialists, the research components were classified into six dimensions: the central phenomenon, causal conditions, contextual conditions, strategies, intervening conditions, and outcomes. The central phenomenon dimension consisted of 11 components: networking, transparency, accountability, resource sustainability, smart leadership, service quality, employee training, capacity building, rule of law, justice, and performance monitoring. The causal conditions included two components: knowledge management and change management. Contextual conditions comprised policymaking, support for research and studies, culture building, community capacity building, and governance infrastructure. The strategy dimension included competitiveness, strategic documentation, an interaction-oriented approach, and culture-building programs. The intervening conditions consisted of economic dynamism, competent human resources, government interventions, and financial resource mobilization. The outcomes dimension included economic, social, cultural, and organizational outcomes. First, the correlation coefficients among the research components were estimated. The results showed that the correlations between all research variables were statistically significant. After examining the assumptions required for structural equation modeling, the research model was tested using SEM. Based on the results of the factor loading coefficients, the proposed model demonstrated satisfactory statistical fit. Furthermore, all factor loadings were statistically significant (p < 0.01), indicating that the identified factors have a significant effect on organizational performance management.
 
Discussion and Conclusion
The main objective of this study is to examine the factors affecting organizational performance management in the public sector with an e‑governance approach. The findings indicate that causal factors, including knowledge management and change management, play a significant role in improving organizational performance management in the public sector within the framework of e‑governance. According to the results, all components of the contextual factors were influential in evaluating performance in the public sector. Among these, e‑governance infrastructure (β = 0.81), policymaking (β = 0.77), and support for research and studies (β = 0.74) had the strongest effects. The findings also show that among the intervening factors, economic dynamism (β = 0.85), financial resource mobilization (β = 0.82), and competent human resources (β = 0.71) had the greatest influence on organizational performance management in the public sector with an e‑governance approach.Furthermore, all dimensions of the central (pivotal) factors were found to significantly influence performance management in the public sector. The strongest effects were associated with resource sustainability (β = 0.86), service quality (β = 0.85), and networking (β = 0.81). With respect to strategic factors, culture building (β = 0.84) and the development of a strategic or guiding document (β = 0.77) exerted the most significant influence on organizational performance management in the public sector. Finally, the results indicate that the outcomes of organizational performance management in the public sector include economic, socio‑cultural, and organizational consequences. The corresponding coefficients were 0.71, 0.76, and 0.87, respectively, and all were statistically significant.