01473nam a2200217   4500999001900000008004100019100002500060245009800085260000900183300001700192520071000209650002100919650003300940650003200973700002301005700002901028773005101057906002401108942001201132952011101144  c509515d509515190513b           ||||| |||| 00| 0 eng d  aKasdin, Stuart95444  aGetting performance from performance management: a framework for strategic management choices  c2018  ap.1228-1242.  aThe choices for optimal performance management depend upon the circumstances – there is no single ideal management approach. The principals have three basic tools available to encourage high performance from subordinate entities: they can delegate authority, impose rewards or sanctions, and/or develop (or enhance) a performance measurement system. These tools allow the principals to motivate, delegate, educate, reevaluate, and/or reassign the agent in order to generate increased learning and improved outcomes from the program. Thus, depending on the nature of the agency culture and the quality of the performance measures, different managerial responses will have different results. - Reproduced.  aManagement96135  aPerformance management96136  aNew public management96130  aBarnow, Burt95445  aNewcorner, Kathryn95446  aInternational Journal of Public Administration  aStrategic planning   2ddccAR  00102ddc40709383455aIIPAbIIPAd2019-05-13h41(15), Nov, 2018: p.1228-1242.pAR119679r2019-05-13yAR