000			01455pab a2200205 454500
008			180718b2015 xxu||||| |||| 00| 0 eng d
100			_aDoring, Heike
245			_aRegulating public services: how public managers respond to external performance assessment
260			_c2015
300			_ap.867-877.
362			_aNov-Dec
520			_aPerformance management systems have become a key component of contemporary public administration. However, there has been only limited analysis of the social construction of performance by public managers who are subject to them. This article examines the ways in which public managers create, maintain, and disrupt performance management practices. The authors find that managers make external performance assessments perform for themselves by constantly negotiating boundaries in ways that combine bureaucratic and managerial rationales. The authors argue that the ways in which organizational boundaries are constructed are fundamental to understanding the success or failure of performance management systems and the transformation of managerial ways of thinking about performance into a logic of improvement through which contemporary public sector reforms become embedded. - Reproduced.
650			_aManagers
650			_aPublic administration
650			_aPerformance appraisal
700			_aMartin, Steve
700			_aDowne, James
773			_aPublic Administration Review
909			_a109844
999			_c109839 _d109839