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 65
... strategic planning, performance meas- urement, benchmarking, contracting out, increased managerial flexibility, and decentralization have consistently claimed improved performance as their ultimate goal. The assumption of these reforms ...
... strategic planning and perfor- mance measurement routines and that connects this information to decision venues , where , ideally , the information influences a range of possible decisions . Figure 1.1 Based on stakeholder input and ...
... strategic planning; goals have a clear purpose and are communicated. Performance information is communicated to employees, the public, and specific decision venues (including implementing strategic goals, resource allocation ...
... Strategic planning without per- formance measurement fails to link goals to actions or identify implementation is- sues, failures that generate a lack of credibility among stakeholders.8 Performance measurement without broader strategic ...
... plan. Where managers are constantly battling with unexpected crises that can be cured only by resources rather than strategic thinking, performance management is little more than a distraction. How Is Performance Information Used ...
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 |