01517pab a2200181 454500008004000000100002100040245013100061260000900192300001500201362001200216520090700228650002601135773003301161908000601194909001101200999001901211952010501230180718b2014   xxu||||| |||| 00| 0 eng d  aRabovsky, Thomas  aSupport for performance-based finding: The role of political ideology, performance, and dysfunctional information enviornments  c2014  ap.761-774.  aNov-Dec  aAs performance-based mechanisms for accountability have become increasingly commonplace in the public sector, it is apparent that administrative reactions to these reforms are central in determining their effectiveness. Unfortunately, we know relatively little about the factors that drive acceptance of performance-based accountability by administrative actors. This article employs data collected from an original survey instrument to examine the perceptions of presidents at American public colleges and universities regarding performance funding. The author finds that acceptance of performance as a basis for funding is driven by a variety of factors, including the partisanship of the state legislature, organizational performance (measured by institutional graduation rates), dysfunction in the external information environment, and the political ideology of university presidents. - Reproduced.  aPerformance appraisal  aPublic Administration Review  aN  a106676  c106671d106671  00104070aIIPAbIIPAd2018-07-19hVolume no: 74, Issue no: 6pAR107136r2018-07-19w2018-07-19yAR