01614pab a2200193 454500008004000000100002400040245011700064260000900181300001200190362000800202520097200210650002601182650002601208773004501234908000601279909001101285999001901296952010501315180718b2013   xxu||||| |||| 00| 0 eng d  aMoynihan, Donald P.  aAdvancing the empirical study of performance management: What we learned from the program assessment rating tool  c2013  a499-517  aSep  aInterest in performance management has never been higher. But what does actual research on this topic tell us about the effects of performance management, reform efforts, and governance more generally? Historically, the answer often seemed to be that such reforms did not work very well. This article focuses on a recent chapter in the history of performance management at the U.S. federal government, the Program Assessment Rating Tool (PART). PART was created by the George W. Bush administration, and ended by the Obama White House. PART, like manymanagement initiatives, came and went. What distinguishes it, however, is the quality and breadth of the research it prompted-research that has increased our knowledge of performance management and reform implementation as well as a whole host of fundamental governance phenomena such as political ideology, administrative burden, performance information use, leadership commitment, and goal ambiguity. - Reproduced.  aAdministrative reform  aPerformance appraisal  aAmerican Review of Public Administration  aN  a100931  c100930d100930  00104070aIIPAbIIPAd2018-07-19hVolume no: 43, Issue no: 5pAR101391r2018-07-19w2018-07-19yAR