Performance Management in the Public Sector

Abstract

Tackling the key topics of reform and modernization, this important new book systematically examines performance in public management systems. The authors present this seminal subject in an informative and accessible manner, tackling some of the most important themes.Performance Management in the Public Sector takes as its point of departure a broad definition of performance to redefine major and basic mechanisms in public administration, both theoretically and in practice. The book:situates performance in some of the current public management debates; discusses the many definitions of 'performance' and how it has become one of the contested agendas of public management; examines measurement, incorporation and use of performance information; and explores the challenges and future directions of performance management.A must-read for any student or practitioner of public management, this core text will prove invaluable to anyone wanting to improve their understanding of performance management in the public sector. John Halligan is Research Professor of Government and Public Administration at the University of Canberra, Australia. His research interests are comparative public governance and management, performance management and public sector reform.May 2010 | Hardback: 978-0-415-37104-9; £85.00 DISCOUNT PRICE £68.00 €77.00Paperback: 978-0-415-37105-6 £25.99 DISCOUNT PRICE £21.00 €24.00For more information visit: www.routledge.com/books/details/9780415371056/

Managing Performance in the Defense Sector: Cases of the Italian Army and Us Navy Surface Warfare Enterprise

“…Over the past two decades, the resurgence and new approaches to performance management illustrate one of the most "widespread international trends" in public management [15], even if not so new in theory or practice [6]. Results-based management provided the basis for numerous public sector reform initiatives worldwide, stimulating increases in efficiency, effectiveness and quality of public services [16].…”

“…Performance measurement is a process in five steps that targets measurement effort, specification of metrics, data collection, analysis and data reporting [6,10];  Incorporation is the process of importing performance data into documents and procedures with the intention of using them. The purpose is to incorporate the performance information in the memory and culture of the organization and finally integrate performance information into the policy and management cycles;  Uses of performance information in decision making for planning, resource allocation, taking corrective action and rewarding.…”

“…Different managers and stakeholders require information for different uses [21]. Van Dooren et al [6] proposed three different uses: learning, steering and control, and accountability. In this study, we use this framework to analyze and compare the PBMS developed and introduced by the IA and the US Navy SWE.…”

“…While both IA and SWE function as traditional military-hierarchical organizations, with missions to provide outputs (not outcomes, such as battles won or situations resolved, at least in peace [35]), their leaders face different issues. In the IA case, leaders, focused on internal and external accountability, by attempting to properly communicate performance and increase the organization's chance of survival, while SWE leaders concerned themselves with increasing efficiency, particularly technical efficiency, to free up resources [6].…”

“…This reform "paradigm" sees in the use of performance measurement and performance management (PMM) one of the means to increase the efficiency and effectiveness of public organizations, under the slogan "value for money" [5]. NPM also motivated public sector reforms in the U.S. (the Government Results and Performance Act, GPRA) and in Italy (Cassese, Bassanini, Brunetta Reforms) [6][7]. Cepiku and Meneguzzo [7] note that the main similarity between the Italian and US approaches of NPM is performance orientation, since the 80' for US and later 90' for Italy.…”