Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You and Your Team.

Learn More →

Performance management in the public sector

Performance management in the public sector Purpose – The purpose of the paper is to assess the state of performance management within the public sector and suggest areas for further research. Design – This is a theoretical paper based on a literature review. Findings – The expected improvements in performance, accountability, transparency, quality of service and value for money have not yet materialised in the public sector. There are three classes of problems with performance management in the public sector – technical, systems and involvement. Externally imposed restructurings and reorganisations restrict the successful implementation of performance management. Research limitations/implications – The paper is theoretical, and empirical research to test the results is required. Practical implications – The findings can be used to enhance performance management systems within both the public and private sectors. Originality/value – The paper provides an overview of the state of performance management and measurement within public sector organisations and explains the possible unwelcome effects of performance management. It divides the problems into three categories and offers suggestions for improvement. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Performance management in the public sector

Download PDF
21 pages
Read Article

Loading next page...
 
/lp/emerald-publishing/performance-management-in-the-public-sector-X9WUt7h0t8
Publisher
Emerald Publishing
Copyright
Copyright © 2009 Emerald Group Publishing Limited. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513550910982850
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of the paper is to assess the state of performance management within the public sector and suggest areas for further research. Design – This is a theoretical paper based on a literature review. Findings – The expected improvements in performance, accountability, transparency, quality of service and value for money have not yet materialised in the public sector. There are three classes of problems with performance management in the public sector – technical, systems and involvement. Externally imposed restructurings and reorganisations restrict the successful implementation of performance management. Research limitations/implications – The paper is theoretical, and empirical research to test the results is required. Practical implications – The findings can be used to enhance performance management systems within both the public and private sectors. Originality/value – The paper provides an overview of the state of performance management and measurement within public sector organisations and explains the possible unwelcome effects of performance management. It divides the problems into three categories and offers suggestions for improvement.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Aug 28, 2009

Keywords: Performance management; Performance measurement (quality); Public sector organizations; Change management

References

  • From public administration to public sector management. understanding contemporary change in British public services
    Ackroyd, S.
  • The (un)intended outcome of public sector performance measurement
    Adcroft, A.; Willis, R.
  • Has devolution improved public services
    Andrews, R.; Martin, S.
  • Performance failure in the public sector
    Andrews, R.; Boyne, G.; Enticott, G.
  • Measuring performance in the NHS: what really matters
    Appleby, J.
  • Managing Performance. Performance Management in Action
    Armstrong, M.; Baron, A.
  • Driving performance in a multi‐agency partnership using outcome measures: a case study
    Atkinson, M.; Maxwell, V.
  • Helping with Enquiries: Tackling Crime Effectively
    Audit Commission
  • Performance Breakthroughs: Improving Performance in Public Sector Organizations
    Audit Commission
  • Overview of the Local Authority Audits
    Audit Scotland
  • On the ludicrous search for the magical performance system
    Behn, R.
  • What's measured is what matters: targets and gaming in the English public health care system
    Bevan, G.; Hood, C.
  • Dynamics of performance measurement and organizational culture
    Bititci, U.; Mendibil, K.; Nudurupati, S.; Garengo, P.; Turner, T.
  • Service quality performance measurement in public/private sectors
    Black, S.; Briggs, S.; Keogh, W.
  • A systems perspective of performance management in public sector organizations
    Boland, T.; Fowler, A.
  • Planning and performance in public organizations
    Boyne, G.; Gould‐Williams, J.
  • Implementing performance management in England's primary schools
    Brown, A.
  • Output‐based management and the management of performance: insights from the Victorian experience
    Carlin, T.
  • Measuring fire service performance: a comparative study
    Carvalho, J.; Fernandes, M.; Lambert, V.; Lapsley, I.
  • Development of performance measurement systems in quality management organisations
    Chang, H.
  • Multiple perspectives of performance measures
    Chenhall, R.; Langfield‐Smith, K.
  • A two country comparison of public sector performance reporting: the tortoise and hare?
    Christensen, M.; Yoshimi, H.
  • Literature review on performance measurement and management
    Cranfield School of Management
  • Toward a theory of performance reporting to achieve public sector accountability: a field study
    Cunningham, G.; Harris, J.
  • Performance measurement in the public sector: strategies to cope with the risks of performance measurement
    De Bruijn, H.
  • Behavioral factors important for the successful implementation and use of performance management systems
    De Waal, A.
  • Successful performance management? Apply the strategic performance management development cycle!
    De Waal, D.
  • Performance management: guidance for governors
    Department for Education and Employment
  • Total quality management: its relationship to administrative theory and organizational behaviour in the public sector
    Ehrenberg, R.; Stupak, R.
  • An exploratory study of performance measurement systems and relationships with performance results
    Evans, J.
  • Measuring performance in the public sector
    Feit, D.
  • Changing developments in NPM
    Ferlie, E.; Steane, P.
  • Factors that play a role in ‘managing through measures’
    Franco, M.; Bourne, M.

You’re reading a free preview. Subscribe to read the entire article.

Try 2 weeks free now

DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 18 million articles from more than
15,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

or browse the journals available

Search

Query the DeepDyve database, plus search all of PubMed and Google Scholar seamlessly

Organize

Save any article or search result from DeepDyve, PubMed, and Google Scholar... all in one place.

Access

Get unlimited, online access to over 18 million full-text articles from more than 15,000 scientific journals.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

DeepDyve

Freelancer

DeepDyve

Pro

Price

FREE

$49/month
$499/year

Save searches from
Google Scholar,
PubMed

Create folders to
organize your research

Export folders, citations

Read DeepDyve articles

Abstract access only

Unlimited access to over
18 million full-text articles

Print

20 pages / month

Sign up
for free
Start 14 day
Free Trial