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The Dynamics of Performance Management: Constructing Information and Reform - Brossura
Libro 7 di 31: Public Management and Change series
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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 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.
Le informazioni nella sezione "Riassunto" possono far riferimento a edizioni diverse di questo titolo.
Informazioni sull'autore
Donald P. Moynihan is an associate professor of public affairs at the La Follette School of Public Affairs at the University of Wisconsin-Madison.
Le informazioni nella sezione "Su questo libro" possono far riferimento a edizioni diverse di questo titolo.
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Dynamics of Performance Management : Constructing Information and Reform
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Paperback. Condizione: New. 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. Codice articolo LU-9781589011946
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Paperback. Condizione: new. Paperback. 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. Drawing on research from state and federal levels, this book illustrates how governments have emphasized some aspects of performance management - such as building measurement systems to acquire more performance data - but have neglected organizational change that would facilitate the use of such information. Shipping may be from multiple locations in the US or from the UK, depending on stock availability. Codice articolo 9781589011946
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