Managing Performance in the Public Sector
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accountability mechanisms
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behaviour
blindness
Boundary Spanner
Category=KJM
Central Layer
Central Performance Measurement
collective
Collective Blindness
Comprehensive Performance Measurement
Decentralized Unit
effects
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evaluation frameworks
External Owners
FSA
Indirect Link
institutional trust dynamics
Internal Reviewer
Managerial Layer
measurement
Offer Room
organisational effectiveness
performance management systems in government
Performance Measurement
Performance Measurement System
perverse
Perverse Behaviour
Perverse Effects
policy implementation analysis
Process Approach
Professional Unit
prosecution
public administration research
Public Prosecution Service
Rat Catcher
service
Staff Employees
strategic
Strategic Behaviour
system
Throughput Control
Unilateral Monitoring
Vice Versa
Product details
- ISBN 9780415403207
- Weight: 240g
- Dimensions: 156 x 234mm
- Publication Date: 14 Dec 2006
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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Topical and taking a bold stance in the contentious debate surrounding performance in the public sector, this new edition shows readers how performance thinking has a substantial impact on the management of public organizations.
Thoroughly revised and updated, this highly successful text, written by an experienced academic and practitioner is packed full with a wealth of new features. These include:
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- more examples and cases, from a variety of different sectors, including, hospitals, courts, school and universities
- a whole new chapter on the dynamics of performance management; answering the questions – how do PM systems evolve? Which effects will dominate in the long run?
- many extra recommendations for making PM attractive for managers.
An informed and up-to-date analysis of this subject, this is an essential text for all those studying, both at undergraduate and postgraduate level, performance management in the public sector.
Delft University of Technology, The Netherlands
