3rd Edition

The Public Productivity and Performance Handbook

Edited By Marc Holzer, Andrew Ballard Copyright 2021
    552 Pages 28 B/W Illustrations
    by Routledge

    A productive society is dependent upon high-performing government. This third edition of The Public Performance and Productivity Handbook includes chapters from leading scholars, consultants, and practitioners to explore all of the core elements of improvement. Completely revised and focused on best practice, the handbook comprehensively explores managing for high performance, measurement and analysis, costs and finances, human resources, and cutting-edge organizational tools. Its coverage of new and systematic management approaches and well-defined measurement systems provides guidance for organizations of all sizes to improve productivity and performance. The contributors discuss such topics as accountability, organizational effectiveness after budget cuts, the complementary roles of human capital and “big data,” and how to teach performance management in the classroom and in public organizations. The handbook is accompanied by an online companion volume providing examples of performance measurement and improvement manuals across a wide variety of public organizations. The Public Performance and Productivity Handbook, Third Edition, is required reading for all public administration practitioners, as well as for students and scholars interested in the state of the public performance and productivity field.


    List of Contributors


    Marc Holzer and Andrew Ballard

    Section I: What Works, What Does Not, What to Avoid

    1. Three Parallel Movements to Improve Government Decision Making: Performance, Evidence, and Behavioral Public Administration

    John M. Kamensky

    2. Approaches to Improving Performance in Government: Making Sense of Where We’ve Been and What’s Next?

    Kathryn Newcomer and Clint Brass

    3. Public Performance: Some Reflections and Lessons Learned

    Geert Bouckaert

    4. How to Judge the Quality of a Government Performance Management System

    Prajapati Trivedi

    5. Launching and Sustaining a Performance Management System: Some Suggestions

    Lyle D. Wray

    6. Performance Management: Back to Basics

    Mark D. Abrahams

    7. Winning Hearts and Minds for Performance Management

    Chris McMillan

    8. Why Strategic Initiatives Fail - Lessons from a Practitioner

    Van Badzik

    9. Performance-Informed Management: Lessons Learned

    Katherine Barrett and Richard Greene

    10. Learning from Performance Improvement: The New Zealand Experience and Insights on How a Performance System Survives

    Barbara Allen

    Section II: Managing for High Performance

    11. Sustaining Performance in the Public Sector: What is Needed from Public Managers

    Evan Berman

    12. Management Things We Never Tell

    Brian Elms

    13. Linking Strategic Planning and Performance Management in Government Agencies and Impacts on Organizational Performance

    Åge Johnsen and Stephen Affleck Reid

    14. Accountability: What Does It Mean, Constructively Managing It, and Avoiding the Blame and Claim Game

    Shelley H. Metzenbaum

    15. A Shotgun Marriage? Performance Management in the Hybridized Government

    Jarmo Vakkuri, Jan-Erik Johanson et al

    Section III: Measurement and Analysis to Guide Performance Programs

    16. Evaluation Guide for Public Service Program Managers

    Harry Hatry

    17. Evidence-Based Practice and Performance: You Can’t Always Get What You Want, but Sometimes You Get What You Need

    Jeremy L. Hall

    18. Data Science Contributions to Performance Management

    Gregory Dobler and Maria P. Aristigueta

    19. The Psychology of Information: Pitfalls and Potential in the Use of Performance Data

    Andrew Ballard

    Section IV: Financing Performance

    20. Allocation Tools, Productivity, and Performance

    Donijo Robbins and Andrew Crosby

    21. Organizational Effectiveness after Budget Cuts: Disentangling the Effects of Performance Measurement and Performance Management

    Hala Altamimi and Benedict S. Jimenez

    22. Performance Budgeting: Linking Administrative Strategies to Budgetary Outcomes

    Jingyuan Xu and XiaoHu Wang

    23. Best-Practice Cases on Performance Budgeting in German and Dutch Local Government

    Jan van Helden and Christoph Reichard

    24. Sector Specific Financial Indicators for Improved Productivity and Performance

    Andrew Crosby and Donijo Robbins

    Section V: Managing Human Resources for Peak Performance

    25. Harnessing Human Capital for Peak Performance: How Emotion Work Strengthens the Citizen-State Encounter

    Mary E. Guy

    26. The Effects of Pay, Education, Training, and Working Hours on Public Sector Performance

    Jeannette Taylor, Thuy Hang Duong et al

    Section VI: Applying Twenty-first Century Organizational Tools

    27, The Effects of Pay, Education, Training, and Working Hours on Public Sector Performance

    Alan Shark

    28. Public-Private Partnerships: Promises, Productivity and Performance Lessons from Infrastructure Technologies

    Graeme Hodge and Carsten Greve

    29. Applying Competencies: State Capability Enhancement Project

    Sampath Kumar, Aroon P. Manoharan, and Jayasharadha Chandrakalatharan

    Section VII: Accessing and Adapting Best Practices

    30. Benchmarking for Performance Improvement

    David N. Ammons

    31.  Best Practices: Adapting Award-Winning Performance Innovations

    Patria de Lancer Julnes and Marc Holzer

    32.  Teaching Performance

    Marc Holzer and Andrew Ballard


    Marc Holzer has been a leader in the public productivity and performance field since the early 1970s. He is the founder of the National Center for Public Performance and the editor-in-chief of the international journal Public Performance and Management Review. His more than 600 scholarly publications address a wide range of strategic approaches to the measurement and improvement of public services. Dr. Holzer is distinguished professor at the Institute for Public Service at Suffolk University–Boston, and was the founding dean of the School of Public Affairs and Administration at Rutgers University. He is a past president of the American Society for Public Administration.

    Andrew Ballard is a research fellow and instructor at the Rutgers University–Newark School of Public Affairs and Administration and a contributing fellow at the Suffolk University National Center for Public Performance (NCPP). Andrew’s research focuses on the organizational and psychological barriers to the use of performance information in public organizations. He regularly teaches courses on performance management, applied research design, and public management. Andrew received his doctorate in public administration at the Rutgers University–Newark School of Public Affairs and Administration.