000			01612pab a2200181 454500
008			180718b2002 xxu||||| |||| 00| 0 eng d
100			_aCoplin, William D.
245			_aThe professional researcher as change agent in the government-performance movement
260			_c2002
300			_ap.699-711.
362			_aNov-Dec
520			_aAlthough academic and professional publications give the impression that performance measurement is a growing government practice, in actuality the use of this technology is not as deep or as widespread as it may appear. Even when performance measures are used, governments rarely integrate them into planning, budget, personnel, and other management processes. Most professional researchers located primarily in academic institutions, but also in research and government organizations, approach, performance measurement as though governmental officials, elected or otherwise, are already sold on its usefulness. Instead, they need to function as "change agents", using a variety of strategies to gain acceptance and u nderstanding of the strengths and limitations of performance measurement. This article draws on the authors' experiences with the Community Benchmarks Program of the Maxwell School in Onondaga County and a review of the current literature. It suggests guidelines for professional researchers who want to increase the use of performance measures by governments at all levels. - Reproduced.
650			_aPerformance appraisal
700			_aBourdeaux, Carolyn
700			_aMerget, Astrid E.
773			_aPublic Administration Review
909			_a55158
999			_c55158 _d55158