Public Sector Performance Assessment (original) (raw)
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This article discusses how performance-management systems may be conceptualized as tools with a life cycle consisting of several stages. Studies on public-sector performance management generally concern the question of how management can design these systems or address dysfunctional effects when they are used. This article, however, argues that the research in this field should cover the entire life cycle of performance-management systems: it should focus on both their benefits and costs and needs to recognize a broader spectrum of actors involved in the life cycle than that normally associated with the hierarchical conception of principals and agents. The life-cycle approach facilitates a comprehensive mapping of the various performance-management stages and their contingencies from invention to assessment and re-design, including their interdependence. The framework enables policymakers, managers, evaluators, and researchers to better understand performance-management systems, to identify relevant research areas and to communicate the practical problems and solutions related to the systems' specific stages.
Comment on ‘Advancing public sector performance analysis’ by Carolyn J. Heinrich
Applied Stochastic Models in Business and Industry, 2008
More than 15 years ago I had my first encounter in India through a three-month-long Fulbright lectureship. During the first month of my stay I read everything I could get my hands onnewspapers, magazines, journals-and met with a wide variety of people in Delhi. At the end of that month, I had the sense that I had gained an understanding of Indian politics, policy and administrative practices. But by the second month, I realized that I had no idea of what was really occurring. The society was so complex that it was hard to fathom what was taking place. Finally at the end of the third month, I wasn't even sure about the questions that should be asked to understand that society.