We cannot verify your location
Browse Book and Journal Content on Project MUSE

The Dynamics of Performance Management

Constructing Information and Reform

Publication Year: 2008

Efficiency. Innovation. Results. Accountability. These, advocates claim, are the fruits of performance management. In recent decades government organizations have eagerly embraced the performance modelùbut the rush to reform has not delivered as promised.

Published by: Georgetown University Press

Series: Public Management and Change series


pdf iconDownload PDF (80.3 KB)
pp. vii

List of Illustrations

pdf iconDownload PDF (64.5 KB)
pp. ix

read more


pdf iconDownload PDF (38.1 KB)
pp. xi-xii

The ideas behind this book have evolved over the last ten years, from when I began to work on performance management issues as a graduate student at the Maxwell School of Citizenship and Public Affairs at Syracuse University. Throughout this period I owe the greatest debt to Patricia Ingraham. She pushed my attention to performance management and provided exceptionally insightful advice...


pdf iconDownload PDF (53.6 KB)
pp. xiii

read more


pdf iconDownload PDF (51.7 KB)
pp. 1-2

When the National Collegiate Athletic Association selects teams for the annual NCAA men’s basketball tournament, some teams automatically qualify for the “dance” if they win their regular season conference tournament, but more than half of the sixty-four-team field depend on invitations from a ten-person committee assigned to evaluate their performances. ...

read more

1 An Era of Governance by Performance Management

pdf iconDownload PDF (147.7 KB)
pp. 3-25

The beginning of the twenty-first century finds us in an era of governance by performance management. Frederick Mosher charted the history of government in the United States via the management characteristics of each era, portraying the twentieth century as dominated by two phases: government by the efficient (1906–37) and government by managers (the post-1937 era).1 ...

read more

2 Performance Management as Doctrine

pdf iconDownload PDF (115.2 KB)
pp. 26-38

What does performance management actually mean, and what does it hope to achieve? This chapter examines the basic claims made in performance management doctrine. These claims serve as a theoretical standard against which evidence on the actual implementation of performance management and alternative theories can be compared. ...

read more

3 The Partial Adoption of Performance Management Reforms in State Government

pdf iconDownload PDF (127.6 KB)
pp. 39-57

This chapter reviews current knowledge on performance management implementation at the state government level.1 From one perspective it looks optimistic. A number of surveys show that state governments have been busy creating performance management systems. State governments have mandated that agencies create and disseminate performance reporting requirements...

read more

4 Explaining the Partial Adoption of Performance Management Reforms

pdf iconDownload PDF (113.1 KB)
pp. 58-74

The previous chapter presents two puzzles. First of all, why do elected officials advocate for the creation of performance information that they rarely use? A related puzzle is why performance management reforms were adopted in the manner that they were. Performance management doctrine argues for an increased focus on results while providing managers greater authority over their fiscal and human...

read more

5 Explaining the Implementation of Performance Management Reforms

pdf iconDownload PDF (122.7 KB)
pp. 75-94

Reforms work in unanticipated ways, sometimes positive, sometimes negative. Research on previous performance management portray pro forma implementation and eventual abandonment.1 These negative assessments are partly because of how we judge performance management...

read more

6 The Interactive Dialogue Model of Performance Information Use

pdf iconDownload PDF (141.2 KB)
pp. 95-117

When we were asked to do a problem in our childhood math classes, numbers offered simplicity. There was one correct answer, which we found or missed. Performance data is given the same reassuring status of clarity and objectivity.1 But this understanding of performance information is usually overly simplistic and incorrect. ...

read more

7 Performance Management under George W. Bush

pdf iconDownload PDF (130.4 KB)
pp. 118-138

This chapter looks to performance management reforms at the federal level to offer examples of the interactive dialogue model in action.1 Why look to the federal level? The federal level of government offers an example of both the present and the possible future of performance management in the states and is of interest in its own right. ...

read more

8 PART and the Interactive Dialogue Model

pdf iconDownload PDF (144.5 KB)
pp. 139-162

This chapter attempts to use the early experience with PART to further illustrate the interactive dialogue model. I examine the potential of PART to create an evidence-based dialogue. Many stakeholders consider PART to be subjective, which makes them less likely to accept its claims. ...

read more

9 Dialogue Routines and Learning Forums

pdf iconDownload PDF (154.1 KB)
pp. 163-188

Even if elected officials rarely use performance information, performance management advocates hope that managers use this data. Chapter 5 found that agency managers did use performance information, although not always predicted by performance management doctrine. ...

read more

10 Rethinking Performance Management

pdf iconDownload PDF (139.8 KB)
pp. 189-209

This evidence presented in this book falls between two traditional perspectives on performance management. The first view is that performance management is an unambiguously good idea with clear benefits. The second is that it has little real impact, engendering little other than compliance as bureaucrats wait for the next wave of reforms. ...

Appendix A: Interview Protocol for State Interviews

pdf iconDownload PDF (47.1 KB)
pp. 211-213

Appendix B: State Backgrounds—Political Culture, Budgeting Practices, Performance Management History, and Corrections Policies

pdf iconDownload PDF (77.4 KB)
pp. 214-220

Appendix C: Program Assessment Rating Tool

pdf iconDownload PDF (62.7 KB)
pp. 221-224


pdf iconDownload PDF (129.5 KB)
pp. 225-239


pdf iconDownload PDF (840.1 KB)
pp. 241-250

E-ISBN-13: 9781589014350
E-ISBN-10: 1589014359
Print-ISBN-13: 9781589011946
Print-ISBN-10: 1589011945

Page Count: 264
Publication Year: 2008

Series Title: Public Management and Change series