The Government Performance and Results Act and the Tradition of Federal Management Reform: Square Pegs in Round Holes?

Radin, Beryl A.

doi:10.1093/oxfordjournals.jpart.a024260

Cited by 163 publications

(84 citation statements)

References 7 publications

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“…Further, by holding public agencies accountable for performance, policymakers are able to get more "bang for the buck" by spending less money on programs that do not work and more on those that do. While performance budgeting has become ubiquitous at all levels of government in America over the last fifteen years (Kettl 2000;Melkers and Willoughby 1998;Moynihan 2006a), empirical research has generally found only limited evidence that performance information has a meaningful impact on budget decisions, particularly at the state and federal levels of government Lewis 2006b, 2006a;Joyce 1999;Long and Franklin 2004;Moynihan 2006b;Radin 2000). Why have policymakers been so apt to adopt performance mechanisms if they do not use the information that these systems generate ?…”

Section: Accountability and The Performance Movementmentioning

confidence: 99%

Accountability in Higher Education: Exploring Impacts on State Budgets and Institutional Spending Patterns

Rabovsky

2012

Journal of Public Administration Research and Theory

107

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Some argue that the public sector should employ greater use of objective, quantitative measures of organizational outcomes so that political leaders and the general public are better able to evaluate the performance of public agencies. Critics, however, contend that performance based accountability policies are often limited in their capacity to influence the budgetary process or effectively impose topdown controls on administrative actors. Despite these concerns, performance based accountability regimes have become increasingly prevalent throughout government. One area where this debate has recently become salient is higher education, where there are several initiatives, at both the state and federal levels, to link institutional funding with student outcomes. Using data from the Integrated Postsecondary Education Data Source (IPEDS), this paper investigates whether these performance funding policies have influenced state budgets or resource allocation priorities at public colleges and universities. Results indicate that performance funding policies have not had substantial impacts on either state budgets or university spending patterns.

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Section: Accountability and The Performance Movementmentioning

confidence: 99%

Accountability in Higher Education: Exploring Impacts on State Budgets and Institutional Spending Patterns

Rabovsky

2012

Journal of Public Administration Research and Theory

107

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“…Most studies have condemned the way organizations implement performance management system (PMS), emphasizing that the processes, measures and data are flawed (Grizzle, 2002;Radin, 2000;Schick, 2001;Wiseman, 2004). This argument at higher level of organizations requires renew effort both theoretical and practical issues which may have causes decrease in performance improvement.…”

Section: Performance Management System (Pms)mentioning

confidence: 99%

The Implementation of High Performance Work System in Public Organizations: Implication for Organizational Performance.

Ugheoke

Al-Rawas²,

Isa³

et al. 2015

ASS

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A principal concern among organizational researchers is to understand why some organizations irrespective of size and location outperform others. High performance work system (HPWS) offers an explanation for this phenomenon. HPWS gives organizations the competitive advantage over others. While it has been established that HPWS affect the performance of organizations within a large and complex organizations, less have been empirically established if it also create benefit for public organizations. This has generated concerns among organizational researchers. Following this argument, this study examines this theoretical gap with a survey data collected from employees in the public sector organization. Overall, three dimensions of HPWS were identified by the researchers and the level of awareness was assessed on a seven point Likert scale. We found that two out of the three identified dimensions of HPWS has a positive relationship with organizational performance.

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“…Public sector discourse from the late 20th century has been dominated by the demand for higher performance from government organizations (Radin 2000). One result of this narrative has been a greater emphasis on performance management as well as a broad results-based orientation for public organizations (Kettl 2000).…”

Section: Performance Management and The Question Of Employee Performancementioning

confidence: 99%

“…Performance management at the organizational level is moreover a cyclical process whereby managers utilize performance information to continually adjust objectives and make decisions for achieving organizational goals (Andersen 2008;Moynihan 2008) with the express goal of improving program outcomes and other relevant goals (Heinrich 2002;Radin 2000). Performance management is firmly rooted in the tradition of rational approaches to an organization's performance (Boyne 2010, quoted in Walker et al 2011), and is a relatively broad topic that incorporates elements of internal and external communication, financial management, decentralization, and other concepts.…”

Section: Organization-level Performance Managementmentioning

confidence: 99%

Identification and Performance Management

Campbell

2014

Public Personnel Management

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Identity and identification are root constructs in organization studies. Identity provides an interpretive framework with which to evaluate the appropriateness of behavior, and as such, in organizations the construct has a fundamental relationship with employee performance. This study develops a theoretical framework linking identification to change-oriented behavior, a type of extra-role activity aimed at introducing micro-level organizational change in order to improve long-term performance and efficiency. Enhancing the performance of public organizations is a central theme of public administration theory and practice, and this study contributes to the literature by shedding light on a potentially important employee-level antecedent of organizational performance. Secondly, this study links identification and change-oriented behavior to a phenomenon that has grown increasingly prevalent in contemporary public organizations, namely, goal-oriented performance management. Over the past decades, public organizations around the world have implemented results-based reforms in order to increase accountability, efficiency, and performance. Due to the scope and complexity of these reforms, however, their full range of consequences is not yet known. This study aims to make a second contribution to the literature by linking performance management practices to both organizational identification and change-oriented behavior. Using survey data gathered from employees of central government ministries in South Korea, where a wide range of results-based reforms have been introduced, mediation analysis utilizing bootstrap resampling is used to test a number of empirical hypotheses related to the constructs outlined above. The results of the analysis suggest that organizational identification is a strong predictor of change-oriented behavior. In addition, the effect of performance management on employee intentions to engage in change-oriented behavior is shown to operate primarily through its effect on organizational identification, which underscores the importance of identification for organizational performance. Following the presentation of the results of the analysis, the theoretical and practical implications of this study are discussed.

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The Government Performance and Results Act and the Tradition of Federal Management Reform: Square Pegs in Round Holes?

Cited by 163 publications

References 7 publications

Accountability in Higher Education: Exploring Impacts on State Budgets and Institutional Spending Patterns

Accountability in Higher Education: Exploring Impacts on State Budgets and Institutional Spending Patterns

The Implementation of High Performance Work System in Public Organizations: Implication for Organizational Performance.

Identification and Performance Management

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