Behavioral public performance : how people make sense of government metrics
著者
書誌事項
Behavioral public performance : how people make sense of government metrics
（Cambridge elements, . Elements in public and nonprofit administration / edited by Andrew Whitford,
Cambridge University Press, 2020
- : pbk
- タイトル別名
-
Public and nonprofit administration
並立書誌 全1件
大学図書館所蔵 件 / 全1件
-
該当する所蔵館はありません
- すべての絞り込み条件を解除する
注記
"PMRA, Public Management Research Association"--Cover
Includes bibliographical references (p. [79]-94)
内容説明・目次
内容説明
A revolution in the measurement and reporting of government performance through the use of published metrics, rankings and reports has swept the globe at all levels of government. Performance metrics now inform important decisions by politicians, public managers and citizens. However, this performance movement has neglected a second revolution in behavioral science that has revealed cognitive limitations and biases in people's identification, perception, understanding and use of information. This Element introduces a new approach - behavioral public performance - that connects these two revolutions. Drawing especially on evidence from experiments, this approach examines the influence of characteristics of numbers, subtle framing of information, choice of benchmarks or comparisons, human motivation and information sources. These factors combine with the characteristics of information users and the political context to shape perceptions, judgment and decisions. Behavioral public performance suggests lessons to improve design and use of performance metrics in public management and democratic accountability.
目次
- 1. Introduction. Connecting two revolutions
- 2. What's in a (performance) number?
- 3. Frames
- 4. Comparisons
- 5. Motivated reasoning
- 6. Sources
- 7. Stereotypes and anti-public sector bias
- 8. Autonomy and learning
- 9. Lessons for practice and governance.
「Nielsen BookData」 より
