Progress and pitfalls in public service reform and performance management in Ireland
By: Lee Rhodes, Mary.
Contributor(s): Boyle, Richard.
Material type:
ArticlePublisher: 2012Description: p.31-59.Subject(s): Performance appraisal - Ireland | Administrative reform - Ireland | Administrative reform
In:
AdministrationSummary: In this paper we examine the evolution of public service reform and performance management in the Irish public service from the early 1990s through to the present, applying analytic frameworks drawn from Pollitt & Bouckaert (2004) and Bouckaert & Halligan (2008). The analysis draws on policy documents and secondary sources - primarily evaluations of public management reform efforts and performance management initiatives - to paint a picture of the evolving reform context within which performance management was conceived and implemented. We find that the analytic frameworks for public service reform and performance management are illuminating in the Irish case, although Ireland does appear to fall slightly outside the Bouckaert & Halligan frame. Following on from this we propose an alternative performance management analytic framework with two modifications to accommodate salient aspects of the Irish experience. Drawing on these findings, we suggest enhancements to the frameworks for understanding public service reform trajectories, and avenues for improving the pace of reform and performance management in the Irish public service. - Reproduced.
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Articles
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Indian Institute of Public Administration | Volume no: 60, Issue no: 1 | Available | AR95010 |
In this paper we examine the evolution of public service reform and performance management in the Irish public service from the early 1990s through to the present, applying analytic frameworks drawn from Pollitt & Bouckaert (2004) and Bouckaert & Halligan (2008). The analysis draws on policy documents and secondary sources - primarily evaluations of public management reform efforts and performance management initiatives - to paint a picture of the evolving reform context within which performance management was conceived and implemented. We find that the analytic frameworks for public service reform and performance management are illuminating in the Irish case, although Ireland does appear to fall slightly outside the Bouckaert & Halligan frame. Following on from this we propose an alternative performance management analytic framework with two modifications to accommodate salient aspects of the Irish experience. Drawing on these findings, we suggest enhancements to the frameworks for understanding public service reform trajectories, and avenues for improving the pace of reform and performance management in the Irish public service. - Reproduced.
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