Managing Performance in the Public Sector  book cover
SAVE
$11.99
2nd Edition

Managing Performance in the Public Sector





ISBN 9780415403207
Published December 14, 2006 by Routledge
132 Pages - 9 B/W Illustrations

 
SAVE ~ $11.99
was $59.95
USD $47.96

Prices & shipping based on shipping country


Preview

Book Description

Topical and taking a bold stance in the contentious debate surrounding performance in the public sector, this new edition shows readers how performance thinking has a substantial impact on the management of public organizations.

Thoroughly revised and updated, this highly successful text, written by an experienced academic and practitioner is packed full with a wealth of new features. These include:

  • more examples and cases, from a variety of different sectors, including, hospitals, courts, school and universities
  • a whole new chapter on the dynamics of performance management; answering the questions – how do PM systems evolve? Which effects will dominate in the long run?
  • many extra recommendations for making PM attractive for managers.

An informed and up-to-date analysis of this subject, this is an essential text for all those studying, both at undergraduate and postgraduate level, performance management in the public sector.

Table of Contents

 Part 1:  1. An Introduction to Performance Measurement  2. The Perverse Effects of Performance Measurement  3. The Dynamics of Performance Measurement: Five Laws  Part 2:  4. Design Principles for Performance Measurement  5. Trust and Interaction  6. Content and Variety  7. Dynamics: Towards Lively Performance Measurement  Part 3:  8. Conclusions and Three Paradoxes

...
View More

Reviews

'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

'Hans de Brujin’s book on Management Performance in the Public Sector offers a timely critique of performance measurement systems in practice, covering the pros and cons, risks and limitations, as well as some paradoxes. It would appeal especially to those who have already some basic understanding of public sector work and knowledge of public service delivery processes. Building upon the solid foundation of his first edition, the new second edition provides sharpened arguments based on updated examples and practices.' - Anthony B. L. Cheung, Professor, Department of Public and Social Administration, City University of Hong Kong