'A clear set of principles,
but not instructions, for how to use performance measurement effectively. Managing
Performance in the Public Sector should certainly be on the reading list of senior policy
makers at national and organizational level.' - Local Government Studies
Performance thinking has a substantial impact on the management of public organizations,
as governments around the world use performance measurement to evaluate their products and
services. Managing Performance in the Public Sector offers an important critique of these
evaluation systems. In an analysis of the pros, cons, risks and limitations of these
systems, the author argues that instead of maximizing performance benefits, they often
just create bureaucracy, stem innovation and damage professionalism. Taking a bold stance
in a contentious debate, this book presents several strategies for turning performance
measurement into a useful instrument that can benefit both managers and professionals.
Table of Contents:
Part 1
Chapter 1 An Introduction to
Performance Measurements; the beneficial effect of Performance Measurement,
Chapter 2 The Perverse
effects of Performance Measurement,
Chapter 3 The Resistance of
Perverted Performance Measurement,
Part 2
Chapter 4 Design Principles
for Performance Measurement,
Chapter 5 Trust and
Interaction,
Chapter 6 Content and
Variety,
Chapter 7 Dynamic: Towards
lively Performance Management,
Chapter 8 The Paradoxes of
Performance Management
128 pages