000			01391pab a2200193 454500
008			180718b2014 xxu||||| |||| 00| 0 eng d
100			_aRutherlord, Amanda
245			_aOrganizational turnaround and educational performance: The impact of performance-based monitoring analysis systems
260			_c2014
300			_ap.440-458.
362			_aJul
520			_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.
650			_aOrganizational change
650			_aAccountability
650			_aPerformance appraisal
773			_aAmerican Review of Public Administration
908			_aN
909			_a104983
999			_c104978 _d104978