Outcomes-Based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness.
Requirements for outcomes-based performance management are increasing performance-evaluation activities at all government levels. Research on public-sector performance management, however, points to problems in the design and management of these systems and questions their effectiveness as policy to...
| Publicado en: | Public Administration Review Vol. 62; no. 6; pp. 712 - 726 |
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| Formato: | Artículo |
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Wiley-Blackwell
November/December 2002
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=507796283&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 507796283 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 00333352 PBA jtl: Public Administration Review issn: 00333352 maglogo: N pubinfo: dt: November/December 2002 vid: 62 iid: 6 pid: 480 pub: Wiley-Blackwell artinfo: ui: 507796283 10.1111/1540-6210.00253 ppf: 712 ppct: 14 formats: fmt: – @attributes: type: T – @attributes: type: P size: 1012KB tig: atl: Outcomes-Based Performance Management in the Public Sector: Implications for Government Accountability and Effectiveness. aug: au: Heinrich, Carolyn J. su: Organizational effectiveness Government accountability Government productivity Job Training Partnership Act of 1982 sug: subj: Organizational effectiveness Government accountability Government productivity Job Training Partnership Act of 1982 ab: Requirements for outcomes-based performance management are increasing performance-evaluation activities at all government levels. Research on public-sector performance management, however, points to problems in the design and management of these systems and questions their effectiveness as policy tools for increasing governmental accountability. In this article, I analyze experimental data and the performance-management experiences of federal job-training programs to estimate the influence of public management and system-design factors on program outcomes and impacts. I assess whether relying on administrative data to measure program outcomes (rather than impacts) produces information that might misdirect program managers in their performance-management activities. While the results of empirical analyses confirm that the use of administrative data in performance management is unlikely to produce accurate estimates of true program impacts, they also suggest these data can still generate useful information for public managers about policy levers that can be manipulated to improve organizational performance. Reprinted by permission of the publisher. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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