In recent years, concerns over the effectiveness of public administration have encouraged the widespread measurement and management of ‘performance’. But is performance management an appropriate model for public sector organizations, and has it proved successful? Moreover, how do the principles of performance management affect how public bodies operate, and the way they relate to the wider community? In this important text, the viability of performance management in public sector organizations is systematically assessed across a number of international case studies. The book provides a framework through which models of performance management can be understood in terms of both their impact within a public sector organization, and the effects that have been seen in countries with contrasting administrational contexts. Managing Performance – International Comparisons critically examines the effects of performance management models in the public sector, and assesses their future evolution. It is an important book for all students and researchers with an interest in management, public administration and public policy.
Author(s): Geert Bouckaert
Edition: 1
Year: 2008
Language: English
Pages: 464
Book Cover......Page 1
Title......Page 4
Copyright......Page 5
Dedication......Page 6
Contents......Page 8
Figures......Page 10
Tables......Page 14
Acknowledgements......Page 18
Introduction......Page 20
Part I: Concepts, approaches and explanations......Page 28
1 What is managing performance?......Page 30
2 Performance and management: Approaches to analysis......Page 54
3 Managing performance: Contexts and explanations......Page 64
Part II: Performance types......Page 86
4 Performance Administration......Page 88
5 Managements of Performances......Page 96
6 Performance Management......Page 119
Part III: Comparative performance and evaluation......Page 148
7 Managing performance: Comparing country models and practice......Page 150
8 Paradoxes and disconnects in managing performance......Page 176
9 Towards Performance Governance: A new agenda?......Page 200
10 Conclusion and next steps......Page 215
Notes for Parts I–III......Page 226
Part IV: Appendices......Page 228
I Methodological introduction to the country models......Page 230
II Ideal types of managing performance: Synthetic overview......Page 239
III OECD checklists......Page 242
IV List of glossaries......Page 247
V Country models: Australia......Page 249
Bibliography......Page 422
Index......Page 452