01508pab a2200205 454500008004000000100002300040245011900063260000900182300001500191362000800206520083100214650002601045650001901071650002601090773004501116908000601161909001101167999001901178952010501197180718b2014   xxu||||| |||| 00| 0 eng d  aRutherlord, Amanda  aOrganizational turnaround and educational performance: The impact of performance-based monitoring analysis systems  c2014  ap.440-458.  aJul  aHow do accountability policies affect failing organizations? Are additional interventions used to turnaround underperforming agencies effective in raising performance outputs? This paper investigates the effectiveness of turnaround policies in organizations that persistently fail to meet accountability standards. Using Performance-Based Monitoring Analysis System (PBMAS) data from 169 school districts in Texas, this paper shows that turnaround interventions have only limited success. While monitoring strategies work for the most salient performance indicator in the short term, improvements quickly dissipate following an intervention. Supporting the notion that management matters, results also show that the typeof monitor assigned to a failing school can affect the extent of improvement in performance. - Reproduced.  aOrganizational change  aAccountability  aPerformance appraisal  aAmerican Review of Public Administration  aN  a104983  c104978d104978  00104070aIIPAbIIPAd2018-07-19hVolume no: 44, Issue no: 4pAR105443r2018-07-19w2018-07-19yAR