01493pab a2200169 454500 180718b2002 xxu||||| |||| 00| 0 eng d Norman, Richard Managing through measurement or meaning? Lessons from experience with New Zealand's public sector performance management 2002 p.619-28. Dec Comprehensive adoption of systems for managing for results as an alternative to procedure-based bureaucracy has earned the New Zealand public sector a reputation as the `world's most advanced performance system' (Kettl, 2007: 7). Research with a cross-section of users of this system, now nearly 15 years old, reveals a variety of responses. True Believers support a current focus on measurement and think that more effort should be put into creating clearer, more observable measures that emphasise outcomes. Pragmatic Sceptics see reported measures as part of a new game of public management and at best a starting point for asking about the substance behind the form. Active Doubters believe that too much emphasis on measurement gets in the way of the `real work' of developing relationship-based work in a political environment. Issues of meaning are seen to be more important than measurement for the further development of the system. - Reproduced. Public administration - New Zealand Public administration International Review of Administrative Sciences 55311 55311 55311 0 0 0 0 IIPA IIPA 2018-07-19 Volume no: 68, Issue no: 4 AR55756 2018-07-19 2018-07-19 AR