The Dynamics of Performance Management: Constructing Information and ReformGeorgetown University Press, 2008 M03 7 - 264 páginas Efficiency. Innovation. Results. Accountability. These, advocates claim, are the fruits of performance management. In recent decades government organizations have eagerly embraced the performance model—but the rush to reform has not delivered as promised. Drawing on research from state and federal levels, Moynihan illustrates how governments have emphasized some aspects of performance management—such as building measurement systems to acquire more performance data—but have neglected wider organizational change that would facilitate the use of such information. In his analysis of why and how governments in the United States have made the move to performance systems, Moynihan identifies agency leadership, culture, and resources as keys to better implementation, goal-based learning, and improved outcomes. How do governments use the performance information generated under performance systems? Moynihan develops a model of interactive dialogue to highlight how performance data, which promised to optimize decision making and policy change for the public's benefit, has often been used selectively to serve the interests of particular agencies and individuals, undermining attempts at interagency problem solving and reform. A valuable resource for public administration scholars and administrators, The Dynamics of Performance Management offers fresh insight into how government organizations can better achieve their public service goals. |
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Resultados 1-5 de 58
... analyses of the external environment in the strategic planning phase. Because the external en- vironment is so large, public officials need some criterion of relevance to make sense of it.4 Performance management systems provide a means ...
... analyses of performance management tend to focus on one level of government, the similarities between the state and federal lev- els suggest the benefit of considering both when examining how performance man- agement works. Both levels ...
... analysis of public documentation, and inter- views of state officials undertaken by journalists from Governing magazine. For some aspects of the GPP, quantitative scales were developed based on survey re- Table 1.1 Government ...
... analysis that informed the creation of grades , but the final grade assessments represented a judgment of both quantitative and qualitative ev- idence by the journalists and academics involved in the project.30 Table 1.1 pro- vides ...
... analysis of how the political and managerial processes relevant to performance management work and interact and are strengthened if done on a comparative Table 1.2 Data Sources Data source Government Performance Project 2000 20 Chapter One.
Contenido
1 | |
3 | |
26 | |
39 | |
Chapter 4 | 58 |
Chapter 5 | 75 |
Chapter 6 | 95 |
Chapter 7 | 118 |
Chapter 9 | 163 |
Chapter 10 | 189 |
Appendix A | 211 |
Appendix B | 214 |
Appendix C | 221 |
Bibliography | 225 |
Index | 241 |
Chapter 8 | 139 |
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The Dynamics of Performance Management: Constructing Information and Reform Donald P. Moynihan Sin vista previa disponible - 2008 |