MENAGING PERFORMANCE IN THE PUBLIC SECTOR BRUIJN H. Bankowa.pl

'A clear set of principles, but not instructions, for how to use performance measurement effectively. Managing Performance in the Public Sector should certainly be on the reading list of senior policy makers at national and organizational level.' - Local Government Studies

Performance thinking has a substantial impact on the management of public organizations, as governments around the world use performance measurement to evaluate their products and services. Managing Performance in the Public Sector offers an important critique of these evaluation systems. In an analysis of the pros, cons, risks and limitations of these systems, the author argues that instead of maximizing performance benefits, they often just create bureaucracy, stem innovation and damage professionalism. Taking a bold stance in a contentious debate, this book presents several strategies for turning performance measurement into a useful instrument that can benefit both managers and professionals.

Table of Contents:
Part 1

Chapter 1 An Introduction to Performance Measurements; the beneficial effect of Performance Measurement,

Chapter 2 The Perverse effects of Performance Measurement,

Chapter 3 The Resistance of Perverted Performance Measurement,

Part 2

Chapter 4 Design Principles for Performance Measurement,

Chapter 5 Trust and Interaction,

Chapter 6 Content and Variety,

Chapter 7 Dynamic: Towards lively Performance Management,

Chapter 8 The Paradoxes of Performance Management

128 pages

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