01507pab a2200181 454500008004000000100003100040245010300071260000900174300001500183362001200198520092500210650002601135773002601161908000601187909001001193999001701203952010501220180718b2013   xxu||||| |||| 00| 0 eng d  aPoister, Theodore H. et al  aDoes performance management led to better outcomes? Evidence from the U.S. public transit industry  c2013  ap.625-636.  aJul-Aug  aAlthough performance management processes are widely assumed to be beneficial in improving organizational performance in the public sector, there is insufficient empirical evidence to back this claim. In this article, the authors examine the impact of performance management practices on organizational effectiveness in a particular segment of the public transit industry in the United States. The analysis utilizes original survey data on performance management practices comprising both strategy formulation and performance measurement in 88 small and medium-sized local transit agencies in conjunction with comparative outcome data drawn from the National Transit Database maintained by the Federal Transit Administration. The results provide evidence that more extensive use of performance management practices does in fact contribute to increased effectiveness in this segment of the transit industry. - Reproduced.  aPerformance appraisal  aPublic Administration  aN  a99840  c99839d99839  00104070aIIPAbIIPAd2018-07-19hVolume no: 73, Issue no: 4pAR100300r2018-07-19w2018-07-19yAR