The dynamics of performance management : constructing information and reform
著者
書誌事項
The dynamics of performance management : constructing information and reform
(Public management and change)
Georgetown University Press, c2008
大学図書館所蔵 全5件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
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  ノルウェー
  アメリカ
注記
Includes bibliographical references and index
内容説明・目次
内容説明
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.
目次
Introduction 1. An Era of Governance by Performance Management 2. Performance Management as Doctrine 3. The Partial Adoption of Performance Management Reforms in State Government 4. Explaining the Partial Adoption of Performance Management Reforms 5. Explaining the Implementation of Performance Management Reforms 6. The Interactive Dialogue Model of Performance Information Use 7. Performance Management under George W. Bush 8. PART and the Interactive Dialogue Model 9. Dialogue Routines and Learning Forums 10. Rethinking Performance Management Appendix A: Interview Protocol for State Interviews Appendix B: State Backgrounds-Political Culture, Budgeting Practices, Performance Management History and Corrections Policies Appendix C: Program Assessment Rating Tool Bibligraphy Index
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