Outcomes-based performance management in the public sector: implications for government accountability and effectiveness
By: Heinrich, Carolyn J.
Material type:
ArticlePublisher: 2002Description: p.712-25.Subject(s): Accountability | Performance appraisal | Public administration
In:
Public Administration ReviewSummary: Requirements for outcomes-based performance management are increasing performance-evaluation activities at al government levels. Research on public-sector performance management, however, pints to problems in the design and management of these systems and questions their effectiveness as poicy tools for increasing governmental accountability. In this article, I analyze experimental data and the performance-management experiences of federal job-training programs to estimate the influence of public management and system-design factors an program outcomes and impacts. I assess whether relying on administrative data to measure program outcomes (rather than impacts) produces information that might misdirect progra m managers in their performance-management activities. While the results of empirical analyses confirm that the use of administrative data in performance management is unlikely to produce accurate estimates of true program impacts, they also suggest these data can still generate useful information for public managers about policy levers that can be manipulated to improve organiztional performance. - Reproduced.
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
Articles
|
Indian Institute of Public Administration | Volume no: 62, Issue no: 6 | Available | AR55604 |
Requirements for outcomes-based performance management are increasing performance-evaluation activities at al government levels. Research on public-sector performance management, however, pints to problems in the design and management of these systems and questions their effectiveness as poicy tools for increasing governmental accountability. In this article, I analyze experimental data and the performance-management experiences of federal job-training programs to estimate the influence of public management and system-design factors an program outcomes and impacts. I assess whether relying on administrative data to measure program outcomes (rather than impacts) produces information that might misdirect progra m managers in their performance-management activities. While the results of empirical analyses confirm that the use of administrative data in performance management is unlikely to produce accurate estimates of true program impacts, they also suggest these data can still generate useful information for public managers about policy levers that can be manipulated to improve organiztional performance. - Reproduced.
There are no comments for this item.