Managing Performance: International Comparisons

by Bouckaert; Geert

• ISBN13: 9780415423953
• ISBN10: 0415423953
• Edition: 1st
• Format: Nonspecific Binding
• Copyright: 2008-02-14
• Publisher: Routledge

Summary

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 new 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 critically examines the effects of performance management models in the public sector and assesses their futureevolution. It is an important book for all students and researchers with an interest in management, public administration and public policy.

Author Biography

John Halligan is Research Professor of Government and Public Administration at the School of Business at the University of Canberra, Australia.

Table of Contents

List of figures	p. ix
List of tables	p. xiii
Acknowledgements	p. xvii
Introduction	p. 1
Concepts, approaches and explanations	p. 9
What is managing performance?	p. 11
Performance and management: approaches to analysis	p. 35
Managing performance: contexts and explanations	p. 45
Performance types	p. 67
Performance Administration	p. 69
Managements of Performances	p. 77
Performance management	p. 100
Comparative performance and evaluation	p. 129
Managing performance: comparing country models and practice	p. 131
Paradoxes and disconnects in managing performance	p. 157
Towards Performance Governance: a new agenda?	p. 181
Conclusion and next steps	p. 196
Notes for Parts I-III	p. 207
Appendices	p. 209
Methodological introduction to the country models	p. 211
Ideal types of managing performance: synthetic overview	p. 220
OECD checklists	p. 223
List of glossaries	p. 228
Country models	p. 230
Australia	p. 230
Canada	p. 256
The Netherlands	p. 283
Sweden	p. 311
United Kingdom	p. 344
United States	p. 370
Bibliography	p. 403
Index	p. 433
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