The Dynamics of Performance Management
Constructing Information and Reform
Publication Year: 2008
Published by: Georgetown University Press
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List of Illustrations
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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...
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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. ...
1 An Era of Governance by Performance Management
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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 ...
2 Performance Management as Doctrine
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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. ...
3 The Partial Adoption of Performance Management Reforms in State Government
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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...
4 Explaining the Partial Adoption of Performance Management Reforms
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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...
5 Explaining the Implementation of Performance Management Reforms
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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...
6 The Interactive Dialogue Model of Performance Information Use
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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. ...
7 Performance Management under George W. Bush
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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. ...
8 PART and the Interactive Dialogue Model
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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. ...
9 Dialogue Routines and Learning Forums
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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. ...
10 Rethinking Performance Management
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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
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Appendix B: State Backgrounds—Political Culture, Budgeting Practices, Performance Management History, and Corrections Policies
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Appendix C: Program Assessment Rating Tool
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Page Count: 264
Publication Year: 2008
Series Title: Public Management and Change series
Series Editor Byline: