Performance management is at the top of agendas in most government
and public organizations, as well as many not-for-profit
organizations. In this follow up to his successful book, Strategic
Performance Management, the author focuses on the unique challenges
public sector organizations face when tackling the issues of
strategic performance management. Drawing on his extensive
experience of working with numerous government, public sector, and
not-for-profit organizations over the author covers: * The context
of decision making in the public sector * The significance of the
use of budgeting for performance management, and the impact of
performance measurements on budgets * A huge range of underpinning
cases and examples from the public sector, including cases on the
Home Office and the NHS in the UK, and the US Air Force For senior
executives in the public sector and government, and for faculty and
students in the field this is the authoritative strategic level
treatment of this fast-growing area.
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