Expectations for performance management systems continue to grow
in the public sector. Yet few administrators know how to
effectively implement and sustain these systems. Performance-Based
Management Systems: Effective Implementation and Maintenance
supports practical efforts to build and maintain performance
management systems in public organizations, explaining obstacles to
measurement efforts and providing guidance on how to overcome
them.
The book begins by exploring performance measurement as a key
element of performance-based management systems. It discusses its
legacy and its limitations and offers competing explanations of the
factors that constrain its effective use. Next, it focuses on
building theory in support of practice through a mixed methods
approach. It examines research reconciling the conflicting
explanations for the lack of proper use of performance measurement
information. Then it offers new insights for developing a
context-sensitive model of performance measurement that can lead to
effective practices.
The third part develops these insights into a pragmatic model of
performance-based management. It provides a realistic explanation
of the contributions of performance measurement and gives advice
derived from current practice. The author concludes by highlighting
the rationale, methods, and findings of two studies that served as
the foundation for this book. She also provides final suggestions
of how to move practice and theory forward.
This volume explains why performance measurement is not more
widely used in the public sector, and explores how implementation
of performance measurement can be improved with insights gained
from extant literature on public policy, organizational politics
and culture, and knowledge utilization. Mastery of this material
will enable practitioners to understand how to effectively
implement policies that will positively impact their organizations
and their employees.
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