000			01400pab a2200169 454500
008			180718b2014 xxu||||| |||| 00| 0 eng d
100			_aRabovsky, Thomas
245			_aSupport for performance-based finding: The role of political ideology, performance, and dysfunctional information enviornments
260			_c2014
300			_ap.761-774.
362			_aNov-Dec
520			_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.
650			_aPerformance appraisal
773			_aPublic Administration Review
908			_aN
909			_a106676
999			_c106671 _d106671