A productive society is dependent upon high-performing government. This third edition of The Public Performance and Productivity Handbook includes chapters from leading scholars, consultants, and practitioners to explore all of the core elements of improvement. Completely revised and focused on best practice, the handbook comprehensively explores managing for high performance, measurement and analysis, costs and finances, human resources, and cutting-edge organizational tools. Its coverage of new and systematic management approaches and well-defined measurement systems provides guidance for organizations of all sizes to improve productivity and performance. The contributors discuss such topics as accountability, organizational effectiveness after budget cuts, the complementary roles of human capital and “big data,” and how to teach performance management in the classroom and in public organizations. The handbook is accompanied by an online companion volume providing examples of performance measurement and improvement manuals across a wide variety of public organizations. The Public Performance and Productivity Handbook, Third Edition, is required reading for all public administration practitioners, as well as for students and scholars interested in the state of the public performance and productivity field.
Author(s): Marc Holzer, Andrew Ballard
Series: Public Administration and Public Policy
Edition: 3
Publisher: Routledge
Year: 2021
Language: English
Pages: 550
City: London
Cover
Half Title
Series Page
Title Page
Copyright Page
Table of Contents
List of Figures
List of Tables
Acknowledgments
List of Contributors
Introduction
SECTION I: What Works, What Does Not, What to Avoid
1 Three Parallel Movements to Improve Government Decision-Making: Performance, Evidence, and Behavioral Public Administration
2 Approaches to Improving Performance in Government: Making Sense of Where We’ve Been and What’s Next
3 Public Performance: Some Reflections and Lessons Learned
4 How to Judge the Quality of a Government Performance Management System
5 Launching and Sustaining a Performance Management System: Some Suggestions
6 Performance Management: Back to Basics
7 Winning Hearts and Minds for Performance Management
8 Why Strategic Initiatives Fail—Lessons from a Practitioner
9 Performance-Informed Management: Lessons Learned
10 Learning from Performance Improvement: The New Zealand Experience and Insights on How a Performance System Survives
SECTION II: Managing for High Performance
11 Sustaining Performance in the Public Sector: The Role of Managers
12 Management Things We Never Tell
13 Linking Strategic Planning and Performance Management in Government Agencies and Impacts on Organizational Performance
14 Accountability: What Does It Mean, Constructively Managing It, and Avoiding the Blame and Claim Game
15 A Shotgun Marriage? Performance Management in the Hybridized Government
SECTION III: Measurement and Analysis to Guide Performance Programs
16 Evaluation Guide for Public Service Program Managers
17 Evidence-Based Practice and Performance: You Can’t Always Get What You Want, but Sometimes You Get What You Need
18 Data Science Contributions to Performance Management
19 The Psychology of Information: Pitfalls and Potential in the Use of Performance Data
SECTION IV: Financing Performance
20 Allocation Tools, Productivity, and Performance
21 Organizational Effectiveness after Budget Cuts: Disentangling the Effects of Performance Measurement and Performance Management
22 Performance Budgeting: Linking Administrative Strategies to Budgetary Outcomes
23 Best-Practice Cases on Performance Budgeting in German and Dutch Local Government
24 Sector-Specific Financial Indicators for Improved Productivity and Performance
SECTION V: Managing Human Resources for Peak Performance
25 Harnessing Human Capital for Peak Performance: How Emotion Work Strengthens the Citizen–State Encounter
26 The Effects of Pay, Education, Training, and Working Hours on Public Sector Performance
SECTION VI: Applying Twenty-first Century Organizational Tools
27 Innovation, Emerging Tech and Performance Improvement
28 Public-Private Partnerships: Promises, Productivity and Performance Lessons from Infrastructure Technologies
29 Applying Competencies: State Capability Enhancement Project (SCEP)
SECTION VII: Accessing and Adapting Best Practices
30 Benchmarking for Performance Improvement
31 Best Practices: Adapting Award-Winning Performance Innovations
32 Teaching Performance
Index
