Efficiency, Innovation, Results, and Accountability - These, advocates claim, are the fruits of performance management. In recent decades government organizations have eagerly embraced the performance model - but the rush to reform has not delivered as promised. Drawing on research from state and federal levels, Moynihan illustrates how governments have emphasized some aspects of performance management - such as building measurement systems to acquire more performance data - but have neglected wider organizational change that would facilitate the use of such information.In his analysis of why and how governments in the United States have made the move to performance systems, Moynihan identifies agency leadership, culture, and resources as keys to better implementation, goal-based learning, and improved outcomes. How do governments use the performance information generated under performance systems? Moynihan develops a model of interactive dialogue to highlight how performance data, which promised to optimize decision making and policy change for the public's benefit, has often been used selectively to serve the interests of particular agencies and individuals, undermining attempts at interagency problem solving and reform. A valuable resource for public administration scholars and administrators, "The Dynamics of Performance Management" offers fresh insight into how government organizations can better achieve their public service goals.

A once-in-a-generation event held every twenty years, the Minnowbrook conference brings together the top scholars in public administration and public management to reflect on the state of the field and its future. This unique volume brings together a group of distinguished authors - both seasoned and new - for a rare critical examination of the field of public administration yesterday, today, and tomorrow. The book begins by examining the ideas of previous Minnowbrook conferences, such as relevance and change, which are reflective of the 1960s and 1980s. It then moves beyond old Minnowbrook concepts to focus on public administration challenges of the future: globalism, twenty-first century collaborative governance, the role of information technology in governance, deliberative democracy and public participation, the organization of the future, and teaching the next generation of leaders. The book ends by coming full circle to examine the current challenge of remaining relevant. There is no other book like this - nor is there ever likely to be another - in print. Simply put, the ideas, concepts, and spirit of Minnowbrook are one-of-a-kind. This book captures the soul of public administration past, present, and future, and is a must-read for anyone serious about the theory and practice of public administration.

A revolution in the measurement and reporting of government performance through the use of published metrics, rankings and reports has swept the globe at all levels of government. Performance metrics now inform important decisions by politicians, public managers and citizens. However, this performance movement has neglected a second revolution in behavioral science that has revealed cognitive limitations and biases in people's identification, perception, understanding and use of information. This Element introduces a new approach - behavioral public performance - that connects these two revolutions. Drawing especially on evidence from experiments, this approach examines the influence of characteristics of numbers, subtle framing of information, choice of benchmarks or comparisons, human motivation and information sources. These factors combine with the characteristics of information users and the political context to shape perceptions, judgment and decisions. Behavioral public performance suggests lessons to improve design and use of performance metrics in public management and democratic accountability.