000			01678pab a2200181 454500
008			180718b2002 xxu||||| |||| 00| 0 eng d
100			_aHeinrich, Carolyn J.
245			_aOutcomes-based performance management in the public sector: implications for government accountability and effectiveness
260			_c2002
300			_ap.712-25.
362			_aNov-Dec
520			_aRequirements for outcomes-based performance management are increasing performance-evaluation activities at al government levels. Research on public-sector performance management, however, pints to problems in the design and management of these systems and questions their effectiveness as poicy tools for increasing governmental accountability. In this article, I analyze experimental data and the performance-management experiences of federal job-training programs to estimate the influence of public management and system-design factors an program outcomes and impacts. I assess whether relying on administrative data to measure program outcomes (rather than impacts) produces information that might misdirect progra m managers in their performance-management activities. While the results of empirical analyses confirm that the use of administrative data in performance management is unlikely to produce accurate estimates of true program impacts, they also suggest these data can still generate useful information for public managers about policy levers that can be manipulated to improve organiztional performance. - Reproduced.
650			_aAccountability
650			_aPerformance appraisal
650			_aPublic administration
773			_aPublic Administration Review
909			_a55159
999			_c55159 _d55159