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. |
Dentro del libro
Resultados 1-5 de 44
... developed . She has proven a kind and sage mentor . More broadly , I owe a debt to other Maxwell School faculty ... develop ( though they may not have realized it at the time ) . I have been lucky to have had excellent research and ...
... develop my manuscript. Others have been willing to generously give their time to read chapters or discuss my ideas. In particular, I thank Roy Meyers, Phil Joyce, John Halligan, H. George Frederickson, Jonathan Bruel, Kathe Calla- han ...
... 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 performance grades for managing for results and 12 Chapter One.
... develop a new the- ory on how performance information is used, a theory that I call the interactive di- alogue model of performance information use. ing Why Are Performance Management Reforms Adopted? Why Are They Adopted in the Way ...
... developing alternative strategic goals that essentially rewrote policy, shaping the organizational culture, improving internal and external communication, and fostering leadership development. Leaders pursued these ben- efits trying to ...
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 |
Otras ediciones - Ver todas
The Dynamics of Performance Management: Constructing Information and Reform Donald P. Moynihan Sin vista previa disponible - 2008 |