Performance Management in the Public Sector

Overview

In times of rising expectations and decreasing resources for the public sector, performance management is high on the agenda. Yet, increasingly, the value-for-money of the performance management systems themselves is under scrutiny too, with more attention for the utility of performance management for practice. This new edition of Performance Management in the Public Sector is about performance, about performance measurement, and about making performance information useful for ...

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Overview

In times of rising expectations and decreasing resources for the public sector, performance management is high on the agenda. Yet, increasingly, the value-for-money of the performance management systems themselves is under scrutiny too, with more attention for the utility of performance management for practice. This new edition of Performance Management in the Public Sector is about performance, about performance measurement, and about making performance information useful for management. The book:

  • situates performance in some of the current public management debates, including some emerging discussions on the new public governance and neo-Weberianism.
  • discusses the many definitions of performance and how it has become one of the most contested agendas of public management
  • examines the use as well as the non-use of performance information
  • conveys a nuanced discussion of the so-called perverse effects of using performance indicators
  • discusses the technicalities of performance measurement in a five step process: prioritising measurement, indicator development, data collection, analysis and reporting.
  • explores the challenges and future directions of performance management

Performance Management in the Public Sector 2nd edition offers an approachable insight in a complex theme for practitioners and students of performance management alike. For scholars, the book directs attention to key research issues, most pressingly the use of performance information.

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Editorial Reviews

From the Publisher
"This book offers an approachable and intelligent guide to a complex subject. It skillfully uses examples and insights from across the globe to illustrate and enliven our understanding of performance management. Practitioners will welcome the clearly-established learning directives and key points that frame each chapter. For scholars, the book forcefully directs attention to key research issues, most pressingly the use of performance data." - Donald Moynihan, University of Wisconsin-Madison, USA

"This book provides distilled wisdom for public managers on how to frame, understand, and act on a performance management strategy for their organizations. I’ve seen in real life some of the dilemmas they raise in their book. The context and solutions they offer are practical and useful." - John M. Kamensky, senior fellow, IBM Center for The Business of Government and former deputy director of the U.S. National Partnership for Reinventing Government

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Product Details

Meet the Author

Wouter Van Dooren is Assistant Professor of Public Administration at the Department of Political Science, University of Antwerp, Belgium, and Research Fellow at the Public Management Institute at the Katholieke Universiteit Leuven, Belgium. He researches performance measurement and management.

Geert Bouckaert is Director and Professor of Public Management at the Public Management Institute at the Katholieke Universiteit Leuven, Belgium. He is President of the European Group for Public Administration and he researches performance management, financial management and public sector reform.

John Halligan is Research Professor of Government and Public Administration at the University of Canberra, Australia. His research interests are comparative public governance and management, performance management and public sector reform.

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Table of Contents

1. Introduction 2. Defining the Concepts 3. The History of Performance Management 4. Performance Measurement 5. Incorporation of Performance Information 6. The use of Performance Information 7. Users 8. Non-use 9. The Effects of Using Performance Information 10. The Future of Performance Management

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