Public Service Performance: Perspectives on Measurement and Management
George A. Boyne, Kenneth J. Meier, Laurence J. O'Toole, Jr., Richard M. Walker
Cambridge University Press, Nov 23, 2006 - Business & Economics
The performance of governments around the globe is constantly in the spotlight, whether as a celebration or indictment of their activities. Providing evidence on strategies to improve the performance of public agencies is therefore essential to the practice of public management. Originally published in 2006, this important contribution to the debate explores issues of measurement, research methodology, and management influences on performance. It focuses on three key questions: what approaches should be adopted to measure the performance of public agencies? What aspects of management influence the performance of public agencies? As the world globalizes, what are the key international issues in performance measurement and management? In examining these questions, the contributors debate both methodological and technical issues regarding the measurement of performance in public organizations, and provide empirical analyses of the determinants of performance. The book concludes with groundbreaking work on the international dimensions of these issues.
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10 Network evolution and performance
Changes in target levels
Performance standards and Levels
13 International comparisons of output
8 Bureaucratic red tape and
14 Public management and government
15 What drives global egovernment?
Table 153 Correlation analysis significant at the 5 level
Other editions - View all
agent control analysis ARPs assess Base Performance Level beneﬁts Bonus Level Boyne Brinton Milward cancer Cardiff University cent chapter clients coefﬁcient complex correlations CPSA criteria deﬁned deﬁnition dependent variables developmental culture difﬁcult dimensions e-government measures e-government performance economic effectiveness efﬁciency empirical employees evaluation factors federal agencies ﬁeld ﬁnancial ﬁndings ﬁrst ﬁve formance Georgetown University goal ambiguity identiﬁed impact improve included inﬂuence interactions Journal of Public literature Lynn measures of performance Meier methods O’Toole objective performance OECD Ofﬁce organizational performance outcomes output outsourcing overall performance control performance indicators performance measures political support proﬁts programme Public Administration Research Public Administration Review public management public organizations public sector public service performance qualitative research red tape reﬂect regression relationship reported Research and Theory responses score signiﬁcant speciﬁc strategies structure subjective measures supervisors Table tion W-2 agencies