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In the public sector, performance and accountability are two key management challenges. Broaden your knowledge about practices around the world in this Briefing.
Articles:
The challenges of performance measurement
This interview with Professor Andy Neely focuses on the challenges of performance measurement, the role of the "Centre for Business Performance", the aims of the Performance Management Association and advantages of "The Performance Prism."
Originally published in Management Decision
Volume 42 Number 8, 2004
Performance measurement in the public sector: strategies to cope with the risks of performance measurement
Many public, professional organizations have introduced performance measurement systems in the belief that they will lead to a transparent organization, offering incentives for performance and able to account for its performance. These systems produce a large number of perverse effects, however. The article presents five successive strategies aimed at preventing these effects where possible.
Originally published in the International Journal of Public Sector Management
Volume 15 Number 7, 2002
Performance measurement and adoption of balanced scorecards: A survey of municipal governments in the USA and Canada
To deal with financial constraints and increasing demand on accountability, government administrators have begun implementing modern management tools in their organizations. The balanced scorecard, a performance and strategic management system, has been adopted in for-profit organizations with success and its application in the government sector is explored in this study.
Originally published in the International Journal of Public Sector Management
Volume 17 Number 3, 2004
Benchmarking: achieving best value in public-sector organisations
In order to achieve best-value services in public-sector organisations, benchmarking is considered to be a vital management tool and benchmarking has been used widely in private-sector organisations. This paper focuses on providing a critical view of benchmarking to provide best-value services to taxpayers and local businesses.
Originally published in Benchmarking: An International Journal
Volume 10 Number 3, 2003
Performance management in the public sector: fact or fiction?
This paper, through the analysis of two studies, will reflect on some of the general literature on public sector performance management and the findings and recommendations of the UK's Public Services Productivity Panel in order to attempt to answer whether performance management in the public sector is currently fact or fiction.
Originally published in the
International Journal of Productivity and Performance Management
Volume 53 Number 3, 2004
Developing balanced scorecards in local authorities: a comparison of experience
Public sector organisations, such as local authorities, are increasingly under pressure not only to improve their performance but also to be able to demonstrate such improvement through effective performance measurement. An increasing number are turning to the balanced scorecard as a way of responding to such pressures and challenges.
Originally published in the International Journal of Productivity and Performance Management Volume 53 Number 7 2004
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