As performance management has evolved, it has encompassed many
different tools and approaches including measurement, data
analysis, evidence-based management, process improvement, research
and evaluation. In the past, many of the efforts to improve
performance in government have been fragmented, separated into
silos and labeled with a variety of different names including
performance-based budgeting, performance-informed management,
managing for results and so on. Making Government Work: The
Promises and Pitfalls of Performance-Informed Management by
Katherine Barrett and Rich Greene is loaded with dozens of stories
of what practitioners are currently working on-what's working and
what's not. The benefits are ample, so are the challenges. This
book describes both, along with practical steps taken by
practitioners to make government work better. Readers will discover
that while the authors strive to meet the documentation standards
of carefully vetted academic papers, the approach they take is
journalistic. Over the last year, Barrett and Greene talked to
scores of state and local officials, as well as academics and other
national experts to find out how performance management tools and
approaches have changed, and what is coming in the near-term
future. Performance management has been in a state of evolution for
decades now, and so Barrett and Greene have endeavored to capture
the state of the world as it is today. By detailing both the
challenges and conquests of performance management in Making
Government Work: The Promises and Pitfalls of Performance-Informed
Management, Barrett and Greene insure readers will find the kind of
balanced information that is helpful to both academics and
practitioners-and that can move the field forward.
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