Legislative Influences on Performance Management Reform

Abstract

In keeping with Hatry (1999) , in this analysis, performance management is defi ned as a reform that focuses on the use of performance measures in policy making, management, and budget decisions, as well as a philosophical shift to focus on results rather than inputs or A dilemma in the design of democratic institutions is that the institutional arrangements that emphasize one set of objectives may undermine others.

The Big Question for Performance Management: Why Do Managers Use Performance Information?

“…Other research has focused more on explicitly political variables. Bourdeaux and Chikoto (2008) examined the role of the governor, the legislature, and the state political context. Melkers and Willoughby (2005) categorized variables in terms of community characteristics, respondent characteristics, organizational culture, and performance measurement characteristics.…”

“…The existence of dedicated learning forums is also associated with use (Askim, Johnsen, and Christophersen 2008;Moynihan and Landuyt 2009). Evidence from US state governments and Norwegian municipal governments associates performance information use with more liberal political settings (Askim, Johnsen, and Christophersen 2008;Bourdeaux and Chikoto 2008;Moynihan and Ingraham 2004). There is mixed evidence on size.…”

“…There is mixed evidence on size. Larger US state governments have been associated with performance information use (Bourdeaux and Chikoto 2008;Moynihan and Ingraham 2004), but smaller governments were more likely to use performance data among Norwegian municipalities. Political competition (Askim, Johnsen, and Christophersen 2008) has been found to be positively associated with use, although other models have not found significant results (Moynihan and Ingraham 2004), and in some instances, political conflict has been shown to have a negative or nonsignificant effect (Dull 2009).…”

“…Political competition (Askim, Johnsen, and Christophersen 2008) has been found to be positively associated with use, although other models have not found significant results (Moynihan and Ingraham 2004), and in some instances, political conflict has been shown to have a negative or nonsignificant effect (Dull 2009). The presence of basic bureaucratic competence and expertise in performance management is associated with use (Bourdeaux and Chikoto 2008;Dull 2009). Measures of legislative involvement vary in their influence on use among executive branch officials, ranging from positive (Bourdeaux and Chikoto 2008), negative (Moynihan and Ingraham 2004), to nonsignificant (Dull 2009).…”

“…The presence of basic bureaucratic competence and expertise in performance management is associated with use (Bourdeaux and Chikoto 2008;Dull 2009). Measures of legislative involvement vary in their influence on use among executive branch officials, ranging from positive (Bourdeaux and Chikoto 2008), negative (Moynihan and Ingraham 2004), to nonsignificant (Dull 2009). …”