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Drawing on a wide range of ideas, including theories of intelligence and modes of thought, assumptions about numbers and information, and the nature of professionalism, Radin sheds light on the hidden complexities of creating standards to evalute performance. She details a number of concerns about government standards in particular, from accounting for issues of equity to allowing for complicated intergovernmental relationships and fragmentation of powers. She explores in detail how recent efforts in the U.S. government--the Government Performance and Results Act (GPRA) of 1993 and the Program Assessment Rating Tool (PART) instituted by the current Bush administration--have fared in their intented goals in a system fraught with multiple functions and political realities. Looking outside the United States, she analyzes some successful efforts by nongovernmental organizations to impose standards of integrity and equity on their governments. Radin concludes with alternative assumptions and lessons for those embarking on performance measurement activities.
List of TablesPreface
1. The Ubiquitous Nature of Performance
2. The Performance Mindset
3. One Size Fits All
4. Demeaning Professionals: Throwing Out the Baby with the Bathwater?
5. Competing Values: Can the Performance Movement Deal with Equity?
6. The Reality of Fragmentation: Power and Authority in the U.S. Political System
7. Intergovernmental Relationships: Power and Authority in the U.S. Political System
8. Information, Interests, and Ideology
9. Competing Values in a Global Context: Performance Activities in the World Bank
10. Conflicting Patterns of Assumptions: Where Do We Go From Here?