The Government Performance and Results Act (GPRA): Hydra-Headed Monster or Flexible Management Tool?

Radin, Beryl A.

doi:10.2307/977560

Cited by 145 publications

(59 citation statements)

References 6 publications

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“…For example, there have been major investments in the United Kingdom including systems for the ''executive'' parts of the civil service reorganized into ''agencies,'' the National Health Service, and local government (Boyne 1998;Hood et al 1999;James 2003James , 2004Pollitt, Birchall, and Putnam 1998). In the United States, the Government Performance and Results Act has mandated systems for Federal Government; systems have also been developed in most state and local governments (Melkers and Willoughby 1998;Moynihan 2005;Radin 1998).…”

Section: Elections and Information About Governments' Performancementioning

confidence: 99%

Public Management at the Ballot Box: Performance Information and Electoral Support for Incumbent English Local Governments

James

John

2006

Journal of Public Administration Research and Theory

158

128

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Publishing performance information about local public services, an increasing trend in many Organisation for Economic Co-operation and Development countries, matters politically because it has an effect on incumbent local governments' electoral support. Voters are able to use performance information to punish or reward incumbents in the elections that follow their publication, which may fill a gap in the chain of accountability between voters and governments. We model the introduction of published Comprehensive Performance Assessments of local authorities in England, which make summary information about performance available to voters, as a ''shock'' to the relationship between voters and incumbents. Controlling for an unpublicized measure of performance change over time, change in the local tax level, change in local economic conditions, and whether the local incumbent is the party of the incumbent government at the national level, we find negativity bias. Incumbents in local authorities in the ''poor'' performance category experience a substantial reduction in aggregate vote share at the election following publication, but there is no similarly sized reward for those in the highest performance category.This article examines the political consequences of the publication of information about the performance of local public services, focusing on change in electoral support for incumbent local governments. The topic is important because much of the effective practice of a democracy depends on the existence of a link between the citizens and decisions taken by public bureaucracies in their name (Jones and McDermott 2004;Key 1966;Ranney 1954). If citizens attempt to update their views of an incumbent government with information about how well it is running the services and activities under its control, they need accurate information to make judgments about the agents who are supposed to be doing their bidding. Policy makers in many Organisation for Economic Co-operation and Development (OECD) countries have made considerable investment in performance measurement systems in

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Section: Elections and Information About Governments' Performancementioning

confidence: 99%

Public Management at the Ballot Box: Performance Information and Electoral Support for Incumbent English Local Governments

James

John

2006

Journal of Public Administration Research and Theory

158

128

View full text Add to dashboard Cite

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“…It is quite clear that many governments think it both worthwhile and a matter of urgency to "move up" the integration scale, even if the ideal of full integration remains elusive (Auditor-General of Canada, 1997;East, 1997;Likierman, 1998;Mayne, 1996;OECD, 1997;Radin, 1998). This being the case, the question becomes more one of "where next to seek further integration" than "how to move swiftly to complete integration at all interfaces".…”

Section: All or Nothing Or Something In Between?mentioning

confidence: 99%

Integrating Financial Management and Performance Management

Pollitt¹

2001

OECD Journal on Budgeting

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“…Outcomes of government spending either on R&D or in broader terms seek to examine the impacts on the general public from expenditures of limited resources. In the latest round of government performance reform, the attention on outcomes seeks to determine whether positive results are being achieved for the general public or whether there is a positive difference in people's lives from the federal government's involvement in programs (Radin, 1998;U.S. GAO, 1997;NAS, 1999).…”

mentioning

confidence: 99%

Evaluation of the Benefits Attributable to Automotive Lighweight Materials Program Research and Development Projects

Das

Peretz

Tonn³

2002

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The Government Performance and Results Act (GPRA): Hydra-Headed Monster or Flexible Management Tool?

Cited by 145 publications

References 6 publications

Public Management at the Ballot Box: Performance Information and Electoral Support for Incumbent English Local Governments

Public Management at the Ballot Box: Performance Information and Electoral Support for Incumbent English Local Governments

Integrating Financial Management and Performance Management

Evaluation of the Benefits Attributable to Automotive Lighweight Materials Program Research and Development Projects

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