Efficiency. Innovation. Results. 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
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.
Subjects: Political Science
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