INVOLVING STAKEHOLDERS IN ORGANIZATIONAL PROCESSES

REFERENCES

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• Pseudoempowerment refers to a situation where all stakeholders, in theory, have equal voice in the measures development process. But, in reality, there is no concern with building consensus based on equal representation. Instead, the stakeholders with more power coopt those with less power into supporting the perspectives strong stakeholders favor .
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• A note concerning the methodology of the research: A combination of quantitative and qualitative data analysis was used in this research. The primary sources of qualitative information were interviews and researcher participant and nonparticipant observations. Quantitative information concerning organization size and structure and the final performance measures selected for the performance report was also collected. The primary sources of this information were documents prepared by each of the organizations .
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• A purposive, nonprobability sampling technique was used to identify respondents. A targeted sample selection process was used. There were 62 in-depth telephone and/or face-to-face interviews conducted for this research. Interviews with external stakeholders represented about a third of the total. The length of time for the interviews ranged from one to nearly 2 hours, with the average time for the interviews, both in person and on the telephone at 1 1/2 hours. Included in the total number of interviews were those conducted with stakeholders who did not participate in the measures development process. These interviews expanded the representativeness of the respondents to include all stakeholder groups who could have participated .
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• Although the Bureau did include both customers and clients in their process, they were selected on the basis of their representation of a public interest group, not because they were direct customers .
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• The Bureau had a customer survey initiative taking place as part of their involvement in the National Performance Review, but this effort was being conducted by a separate workgroup in the organization. This workgroup did not coordinate with the key workgroup for the Bureau until after the customer survey had been printed and was ready for distribution .
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• An example is the challenge to the California Desert Protection Act .
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• " Analyses were done by the U.S. General Accounting Office and the Office of Management and Budget on the annual performance reports. In general, the OMB analysis of annual performance reports for the Department of the Interior and the Department of Labor found that the plans are not strong in terms of describing expected performance; have only limited discussion of strategies and resources necessary to achieve the goals; and lack detail on the accuracy, completeness, and credibility of performance information and the data limitations the organization faces. U.S. General Accounting Office. Results Act ." Observations on the Department of Labor's Annual Performance Plan for Fiscal Year 1999 , GAO/HEHS-98-175R. . GPO: Washington, DC, June 4, 1998
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• " U.S. GAO. Results Act ." Observations on the Department of the Interior's Annual Performance Plan for Fiscal Year 1999 , GAO/RCED-98-206R. . GPO: Washington, DC, May 28, 1998
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