Access the full text.
Sign up today, get DeepDyve free for 14 days.
Loading next page...
/lp/emerald-publishing/performance-management-in-the-public-sector-fact-or-fiction-8aY7xbGUU5
References (25)
-
A. Johnsen
Performance measurement: past, present and future -
R. Kaplan, D. Norton (1996)
Using the balanced scorecard as a strategic management systemHarvard Business Review, 74
-
P. Claytonsmith
Local government performance – two years on -
C. Warwick (1998)
The new NHS: modern dependableThe British Journal of Midwifery, 6
-
R. Kaplan, D. Norton (1993)
PUTTING THE BALANCED SCORECARD TO WORKHarvard Business Review, 71
-
Public Services Productivity Panel
Public Services Productivity: Meeting the Challenge -
M. Jelinek (1993)
Managing change for competitive success -
R. Kaplan, D. Norton (2015)
The balanced scorecard--measures that drive performance.Harvard business review, 70 1
-
L. Clarke (1994)
The Essence of Change -
Zoe Radnor, B. Lovell (2003)
Success factors for implementation of the balanced scorecard in a NHS multi-agency setting.International journal of health care quality assurance incorporating Leadership in health services, 16 2-3
-
P. Moriarty, R. Kennedy (2002)
Performance measurement in public sector services: problems and potential -
A. Neely, M. Bourne (2000)
WHY MEASUREMENT INITIATIVES FAILMeasuring Business Excellence, 4
-
(2003)
Business Research: A Practical Guide for Undergraduate and Postgraduate Students -
D. Hernandez
Local government performance measurement -
H.J. Leavitt
Applied organizational change in industry -
C. Pollitt (1986)
BEYOND THE MANAGERIAL MODEL: THE CASE FOR BROADENING PERFORMANCE ASSESSMENT IN GOVERNMENT AND THE PUBLIC SERVICESFinancial Accountability and Management, 2
-
A. Neely
Measurement business performance – why, what and how -
A.A. de Waal
The Quest for Balance -
Audit Commission
Performance Measurement as a Tool for Modernising Government -
Department of Health
Shifting the Balance of Power within the NHS: Securing Delivery -
M. Lebas (1995)
Performance measurement and performance managementInternational Journal of Production Economics, 41
-
10.1111/j.1468-0408.1986.tb00033.x
-
R. Kaplan, D. Norton (2000)
Having trouble with your strategy? Then map it.Harvard business review, 78 5
-
Robert Simons, A. Dévila, R. Kaplan (2000)
Performance measurement and control systems for implementing strategy : text and cases -
J. Makinson (2000)
Incentives for change Rewarding performance in national government networks
- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
- ISSN
- 1741-0401
- DOI
- 10.1108/17410400410523783
- Publisher site
- See Article on Publisher Site
Abstract
Since New Labour came to power in the UK in 1997, there has been a drive to improve the effectiveness of public services through the use of private sector principles. From, the Modernising Government White Paper to the development of the Public Services Productivity Panel who, produced a raft of White Papers tackling health, social services, welfare and criminal justice. This paper, through the analysis of two studies, will reflect on some of the general literature on public sector performance management and the findings and recommendations of the Public Services Productivity Panel in order to attempt to answer whether performance management in the public sector is currently fact or fiction? In other words the paper will aim to develop and answer, to a certain extent, if it really possible to raise productivity and performance within public sector organisations through developing performance management systems based on private sector experience.
Journal
International Journal of Productivity and Performance Management – Emerald Publishing
Published: Apr 1, 2004
Keywords: Performance management systems; Public sector organizations; Health services sector; Central government; Balanced scorecard; Incentive schemes